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Goal # 3. Objective: Improve health of defense industrial base – Work onachieving this goal involves increasing progress and performance-based payments for completed defense work, and working to incentivize defense corporations to eliminate unused industrial infrastructure.Goal # 4. Objective: Rationalize the weapon systems and infrastructure withdefense strategy – Involves transformation of the U.S. military and defense establishment over time into a capabilities-based approach and force structure.Goal # 5. Objective: Initiate high leverage technologies – This goal focuses onleveraging technologies to create warfighting capabilities, systems, and strategies of the future.Each of the goals are further broken down into specific initiatives and actions neededto accomplish the goals. This U.S. DoD Extension is a direct product of Goal #1.Special thanks are due to Mr. Norman Bull for extensive research, editing, and support in preparing the initial draft (in 2002) of the U.S. DoD Extension under contractDADW35-01-P-0079. Thanks are also due to those members of the Defense AcquisitionUniversity faculty, private consultants, and members of the U.S. defense industry, (allnoted in Appendix B), who originated, edited, and reviewed the text. This list of contributors includes Mr. Fred Ayer, who was the driving force and main proponent of the Extension; without his leadership and knowledge of PMI processes, this project would neverhave gotten off the ground. Thanks are also due to Ms. Pat Bartlett, Bartlett Communications, and to Ms. Debbie Gonzalez for their detailed proofreading, editing and formattingof this document.The Defense Acquisition University is the controlling agency for this U.S. DoDExtension. Comments and recommendations relating to the text are solicited. You areencouraged to fax such comments to the DAU Press, 703-805-2917.William W. Bahnmaier, PMPProfessor (Retired), Systems Acquisition ManagementDefense Acquisition Universityx

SECTION ITHE PROJECT MANAGEMENT FRAMEWORK1. Introduction2. The Project Management Context3. Project Management Processes1

2

Chapter 1IntroductionThe nine knowledge areas identified in the PMBOK Guide are applicable to the DoD inthe development, production, and fielding of defense systems. The nine areas, whichhave the same chapter numbers in this Extension as in the PMBOK Guide, are depictedin Figure 1-1 “Wheel.” While the nine areas are the core of DoD’s project managementconcept, there are five other defense-intensive knowledge areas or processes that are keyto defense acquisition. These five defense-intensive areas, as well as defense-relatedaspects of the basic nine knowledge areas, are addressed herein. The new areas andtheir respective position in this U.S. DoD Extension are: Chapter 13: Project Systems Engineering Management. Chapter 14: Project Software Acquisition Management. Chapter 15: Project Logistics Management. Chapter 16: Project Test and Evaluation Management. Chapter 17: Project Manufacturing Management.The format of this Extension is keyed to the structure contained in the PMBOK Guide,including the PMBOK Guide’s input — tools and techniques — output methodology todescribe the knowledge areas as they relate to defense acquisition. Inputs, tools andtechniques, and outputs taken directly from the PMBOK Guide are printed in regular typewhereas defense-specific inputs, tools and techniques, and outputs added through thisExtension are printed in bold type. Additionally, the text regarding inputs, tools andtechniques, and outputs indicates additional defense-specific material or else the reader isreferred back to the PMBOK Guide.Chapter titles for Chapters 1-12, and sub-chapter (that is, PMBOK Guide processes)paragraph numbers, titles, and summary descriptive words for each sub-chapter appearing on the first page of Chapters 4-12 are all taken from the PMBOK Guide except forthree additional sub-chapter items added in Chapter 7.At this point we will address some basic DoD processes and terminology as a meansof orienting the reader.3

1.1 BackgroundWhile the PMBOK Guide knowledge areas and the defense-intensive areas have distinctive characteristics, they are related in that the defense-intensive areas each rely onseveral of the PMBOK Guide areas to be successful. A description of the relationshipbetween the core PMBOK Guide knowledge areas and the defense-unique knowledgeareas is shown in Figure 1-1.Note that many of the defense-intensive knowledge areas cut across the PMBOK Guide knowledge “pie.” There is room for debate regarding the linkages as shown in thechart. In this Extension, we will describe each of the defense-peculiar areas separately,while also describing their links to the core PMBOK Guide knowledge areas. It should bementioned that much work on identifying the defense-intensive knowledge areas is contained in a thesis presented by Captains Korina L. Kobylarz and Gregory D. Best, USAF,in 1991, titled “Establishing a Department of Defense Program Management Body ofKnowledge.” Information contained in that thesis, as well as other documents and articlespublished over the past several years, have been utilized in developing this Extension.Figure 1-1. Primary Linkages Between PMI PMBOK Guide Knowledge Areas andDefense-Intensive Knowledge Areas1.1.1 “Project” versus “Program”The PMBOK Guide describes a “program” as a group of projects managed in acoordinated way to obtain benefits not available from managing them individually. The4

PMBOK Guide also notes that many programs include elements of ongoing fieldoperations. It states: “For example: The XYZ airplane program includes both the project orprojects to design and develop the aircraft, as well as the ongoing manufacturing andsupport of that craft in the field.” Defense system development, production, and fielding isnormally described as “program management”; that term will be used throughout thisExtension. In addition, the material in this Extension tends to be oriented more toward theinputs, processes, and output of Government program management as opposed to theindustry/contractor program or project manager. Nevertheless, many of the sameprinciples and practices (and increasingly commercial practices) apply to both, and theintent is to include these defense industry and commercial practices where appropriate.1.2DoD Program Management EnvironmentProgram management in the DoD is characterized by a continuing interface between theCongress, the Executive Branch (DoD, developer and buying commands, user commands), and industry. Figure 1-2 shows those relationships and how the defense (Government) program manager (PM) and Program Management Office (PMO) must workwithin that environment. Similar environments exist in other industrialized countries aswell.Figure 1-2. The Program Manager’s EnvironmentThe DoD acquisition processes and procedures are directed and guided by three keydocuments: DoD Directive (DoDD) 5000.1, DoD Instruction (DoDI) 5000.2, and the InterimDefense Acquisition Guidebook (IDAG). Revised 5000 Series documents DoDD 5000.1and DoDI 5000.2 were published on 12 May 2003. The “old” DoD 5000.2-R has beenrepackaged into the IDAG, which is dated 30 October 2002.Direction and instructions from the 12 May 2003 versions of the Directive and Instruction along with guidance from the IDAG are depicted in the text and charts in thisExtension. To keep the text relatively generic and free from needing continual changes,5

references to these three documents will be made throughout this Extension in terms ofthe “5000 Series.”Information in this series covers: a.) The Defense Acquisition System (DoDD 5000.1),where management principles for all DoD programs are described; b.) Operation of theDefense Acquisition System (DoDI 5000.2), which establishes a simplified and flexiblemanagement framework for translating mission needs and technology opportunities intostable, well-managed and affordable acquisition programs/systems; and c.) the IDAG which provides guidance on procedures for operation of the acquisition system and isbased on an integrated management framework formed by three primary decision supportsystems: the Requirements Generation System, the Defense Acquisition System, and thePlanning, Programming, and Budget System (PPBS). This integrated managementframework is depicted in Figure 1-3.The 5000 Series provides a general approach for managing all defense acquisitionprograms, while recognizing that every technology project and acquisition program isunique and the process described in the instruction must be tailored to reflect these uniqueattributes.Figure 1-3. The Major Decision Support SystemsWhen examining DoD acquisition processes and procedures, it is important tounderstand that the Government PM is the direct customer of the contractor (defenseindustrial firm) project manager. On the other hand, the Government PM is the supplier ofthe product to field units (“users”). The “users” (also referred to as “warfighters”) are thedirect customers of the Government PM.6

Chapter 2The Project ManagementContextThis chapter of the U.S. DoD Extension of the PMBOK Guide provides a brief overview ofthe DoD defense acquisition life cycle. The defense acquisition life-cycle model/ processthat is described in Figure 2-2 of the PMBOK Guide has been modified in subsequentversions of the DoD 5000 Series. Nevertheless, the acquisition life-cycle processcontinues to be based on the industrial life-cycle model that has applicability throughoutthe developed nations of the world. Program Managers tailor/streamline this model to themaximum extent possible, consistent with technical risk, to provide new systems tooperational commanders as fast as possible. The model/process begins with adetermination of a requirement or mission need for a military hardware/software system.Figure 2-1 (below) displays the new (current) DoD Acquisition Life-Cycle Process andrelated activities.User Needs &Technology Opportunities!Process entry at Milestones A, B, or C!Entrance criteria met before entering phase!Evolutionary Acquisition or Single Step to FullCapability(ProgramConceptRefinementCB Initiation)ATechnologyDevelopmentSystem Development& DemonstrationIOCProduction Systems AcquisitionSystems AcquisitionLRIP/IOT&EFOCOperations &SupportFRPDecisionReviewSustainmentFigure 2-1. Current DoD Acquisition Life-Cycle ProcessA prior process, established by the 1996 version of DoD 5000 Series guidance, is generally applicable to programs already beyond the “old” Milestone II (conclusion of “old”Program Development and Risk Reduction (PDRR) and start of “old” Engineering andManufacturing Development (EMD)). That process contained Roman numerals for milestones, and did not adequately depict the evolutionary nature (block changes) of currentdefense acquisition.The process illustrated in Figure 2-1 provides for entry points consistent with aprogram’s technical maturity, validated requirements and/or capabilities, and funding.Entrance criteria for each phase of the life-cycle guide the Milestone Decision Authority(MDA) in determining the appropriate point for a program to enter the acquisition process.7

A key feature of the new process — alluded to earlier — is the preferred use ofevolutionary acquisition in designing, developing, producing, fielding and supporting adefense system.The life-cycle process consists of periods of time called phases, each consisting of twowork efforts, in some cases separated by decision points called milestones, decision reviews, or design reviews. These decision points provide both the PM and MDAs theframework with which to review acquisition programs, monitor and administer progress,identify problems, and make corrections. The MDA will approve entrance into the appropriate phase of the acquisition process, or passage from one work effort to the next, bysigning an acquisition decision memorandum (ADM) upon completion of a successfulreview.As previously

Extension to the Project Management Institute’s (PMI ) A Guide to the Project Manage-ment Body of Knowledge (PMBOK Guide) 2000 Edition. The primary purpose of this document is to identify and describe defense applica-tions of the core project managemen