What is a contract plan when it comes to the evaluation phase of a training or development program

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Reference Source: DODI 5000.85 Section 3.11

The purpose of the EMD phase is to develop, build, test, and evaluate a materiel solution to verify that all operational and implied requirements, including those for security, have been met, and to support production, deployment and sustainment decisions.

The program will complete all needed hardware and software detailed designs.  A critical design review assesses design maturity, design build-to or code-to documentation, and remaining risks, and establishes the initial technical baseline.  It will be used as the decision point that the system design is ready to begin pre-production prototype hardware fabrication or software coding with acceptable risk.  If a preliminary design review prior to Milestone B was waived, it will be scheduled as early as possible during this phase.

Developmental testing and evaluation provides hardware and software feedback to the PM on the progress of the design process and on the product’s compliance with contractual requirements, effective combat capability, and the ability to achieve key performance parameters (KPPs) and key system attributes (KSAs). The DoD Component’s operational test organization will conduct independent evaluations, operational assessments, or limited user tests to provide initial assessments of operational effectiveness, suitability, survivability, and the ability to satisfy KPPs and KSAs. Opportunities to combine contractor and Government developmental testing
should be maximized, and integrated developmental and operational testing will be conducted when feasible.

The PM will finalize designs for PS elements and integrate them into a comprehensive support package that is documented in a PS Strategy (PSS). The program will demonstrate PS performance through appropriate verification means that satisfy the sustainment requirements within the MDA-approved program goals established at Milestone A.

Training devices will be planned, funded, designed, and developed in parallel with the operational system to ensure that the training devices properly replicate the capability in development.  The training strategy will be evaluated during testing and evaluation events.

Release of any RFPs for the production and deployment (P&D) phase must be approved by the MDA.  A current acquisition strategy and applicable elements of the RFP will be required to support this decision.

The EMD phase will end when the design is stable; the system meets validated capability requirements demonstrated by developmental, live fire (as appropriate), and early operational testing; manufacturing processes have been effectively demonstrated and are under control; software sustainment processes are in place and functioning; industrial production capabilities are reasonably available; program security remains uncompromised; and the program has met or exceeds all directed EMD phase exit criteria and Milestone C entrance criteria per the MDA’s direction.  An ICE and an ITRA will be conducted for MDAPs before beginning LRIP.

Reference Source: DoD Risk, Issue, and Opportunity Management Guide for Defense Acquisition Programs, Jan 2017

The decision to enter EMD should be made when the design is mature, the requirements are stable, and the risks are acceptable. By entering this phase, a program commits to a product. It initiates the Department’s efforts for full-scale development and testing of a product to support verification of all operational and derived requirements so the program can begin production and deployment.

During the EMD phase, the program manages the remaining risk, builds and tests production representative prototypes or first articles to verify compliance with requirements, and prepares for production and fielding. It includes the establishment of the product baseline for all configuration items.

The program should conduct a Critical Design Review (CDR), a System Verification Review (SVR), a Functional Configuration Audit (FCA), and a Production Readiness Review (PRR) as part of its ongoing systems engineering and risk management efforts to assess and manage risk. These SETRs are technical milestones to assess the product and processes to ensure the system can perform as desired and proceed into the next phase within cost and schedule constraints at an acceptable level of risk.

The PM should focus the risk management activities on the transition from development to production. The program should consider conducting a manufacturing readiness assessment before Low-Rate Initial Production (LRIP) and again before Full-Rate Production (FRP) to identify risks related to critical manufacturing processes and product characteristics. Examples of specific risk areas include requirements/design stability, integration and inter-dependency risks, and manufacturing/supply chain quality.

Suggested Activities in the EMD Phase to Reduce Risk

• Continue knowledge point reviews, CSB meetings, and assessment of framing assumptions as in the TMRR phase. When not making a change to KPPs could jeopardize a program’s utility or affordability, coordinate with the Joint Requirements Oversight Council.
• Update requirements trace and risk assessment for the draft Capability Production Document (CPD).
• Conduct early risk-focused developmental testing with adequate time for necessary regression tests.
• Work with the operational test and evaluation community for early participation, requirements trace, and assessment.
• Require contractor testing with predefined success criteria to facilitate resolving integration activities and failure modes before the start of government testing.
• Establish and manage size, weight, power, and cooling (SWAP-C) performance and R&M allocations for all subsystems.
• Align logistics analysis, training, and support systems with system development.

• Plan technology refresh cycles to be implemented in the P&D and O&S phases to address technology obsolescence risks.

Reference Source: DAG CH 3-3.2.4 Engineering and Manufacturing Development Phase

The primary objective of the Engineering and Manufacturing Development (EMD) phase is to develop the initial product baseline, verify it meets the functional and allocated baselines and transform the preliminary design into a producible design, all within the schedule and cost constraints of the program.

Systems engineering (SE) activities support development of the detailed design, verification that requirements are met, reduction in system-level risk and assessment of readiness to begin production and/or deployment (see Figure 14).

Primary SE focus areas in EMD include:

• Completing the detailed build-to design of the system.
• Establishing the initial product baseline.
• Conducting the integration and tests of system elements and the system (where feasible).
• Demonstrating system maturity and readiness to begin production for operational test and/or deployment and sustainment activities.

The EMD phase includes technical assessment and control efforts to effectively manage risks and increase confidence in meeting system performance, schedule and cost goals. SE activities should be integrated with EMD phase-specific test and evaluation, and logistics and sustainment activities identified in CH 8–4.3. and CH 4–3.3., respectively. The planning, scheduling and conduct of event-driven technical reviews (Critical Design Review (CDR), Functional Configuration Audit (FCA), System Verification Review (SVR), and Production Readiness Review (PRR)) are vital to provide key points for assessing system maturity and the effectiveness of risk-reduction strategies.

A well-planned EMD phase Systems Engineering Plan (SEP) builds on the results of previous activities and significantly increases the likelihood of a successful program compliant with the approved Acquisition Program Baseline (APB).

The Limited Deployment Decisions in program Model 3 are the points at which an increment of capability is reviewed for Limited Deployment. Approval depends in part on specific criteria defined at Milestone B and included in the Milestone B ADM. Implementing the technical planning as defined in the approved SEP guides the execution of the complex and myriad tasks associated with completing the detailed design and integration, and supports developmental test and evaluation activities. The SEP also highlights the linkage between Technical Performance Measures (TPM), risk management and earned-value management activities to support tracking of cost growth trends. Achieving predefined EMD technical review criteria provides confidence that the system meets stated performance requirements (including interoperability and supportability requirements) and that design and development have matured to support the initiation of the Production and Deployment (P&D) phase.

Reference Source: DAG CH 3-3.2.4 Engineering and Manufacturing Development Phase

In addition to the general responsibilities identified in CH 3–2.5. Engineering Resources, the Program Manager (PM) focuses on the following EMD activities, which rely on and support SE efforts:

• Conducting activities in support of the EMD contract award.
• Resourcing and conducting event-driven CDR, FCA, SVR and PRR, and assess whether review criteria are met.
• Ensuring the Government preserves the rights they need, consistent with the life-cycle acquisition and support strategy.
• Establishing and manage the initial product baseline established at the CDR.
• Determining path forward on configuration changes to the initial product baseline after CDR, to the extent the competitive environment permits (see CH 3–4.1.6. Configuration Management Process).
• Accepting system deliveries (i.e., DD-250), as appropriate.
• Supporting the Configuration Steering Board 

In addition to the general roles and responsibilities described in CH 3–2.5. Engineering Resources, during this phase it is the Systems Engineer’s responsibility for:

• Managing the system design to satisfy the operational requirements, within the constraints of cost and schedule, and to evaluate the system design, identify deficiencies and make recommendations for corrective action.
• Conducting or supporting the technical evaluation in support of source selection for the EMD contract award.
• Maintaining requirements traceability and linkage to the initial product baseline.
• Conducting event-driven technical reviews, advising the PM on review criteria readiness.
• Leading preparation and conduct of technical reviews.
• Tracking and reporting initial product baseline changes after CDR and recommend the path forward in accordance with the Configuration Management (CM) process, to the extent the competitive environment allows (see CH 3–4.1.6. Configuration Management Process).
• Supporting determination of production rates and delivery schedules.
• Supporting test and evaluation activities: identify system evaluation targets driving system development and support operational assessments as documented in the Test and Evaluation Master Plan (TEMP) (see CH 8–4.3.).
• Aligning the SEP with the TEMP on SE processes, methods and tools identified for use during test and evaluation.
• Analyzing deficiencies discovered from operational assessments and verification methods (developmental test and evaluation); develop and implement solutions to include, but not limited to, rebalancing of system requirements.
• Supporting logistics and sustainment activities as documented in the Life-Cycle Sustainment Plan (LCSP) (see CH 4–3.3.).
• Maintaining the SEP, including generating the update in support of Milestone C.
• Ensure manufacturing process development and maturation efforts.
• Developing approaches and plans to verify mature fabrication and manufacturing processes and determine manufacturing readiness (see the Manufacturing Readiness Level (MRL) Deskbook as one source for assessing manufacturing readiness).
• Conducting a rigorous production risk assessment and determine risk mitigation plans.
• Identifying system design features that enhance producibility (efforts usually focus on design simplification, fabrication tolerances and avoidance of hazardous materials).
• Applying value engineering techniques to system design features to ensure they achieve their essential functions at the lowest life-cycle cost consistent with required performance, reliability, quality and safety.
• Conducting producibility trade studies to determine the most cost-effective fabrication and manufacturing process.
• Assessing Low-Rate Initial Production (LRIP) feasibility within program constraints (may include assessing contractor and principal subcontractor production experience and capability, new fabrication technology, special tooling and production personnel training requirements).
• Identifying long-lead items and critical materials.
• Supporting update to production costs as a part of life-cycle cost management.
• Continuing to support the configuration management process to control changes to the product baseline during test and deployment.
• Maintaining oversight of the system (software and hardware) development processes, system testing, documentation updates and tracking of the system development efforts.
• Supporting the PM in his or her interactions with the Configuration Steering Board.

Reference Source: DAG CH 3-3.2.4 Engineering and Manufacturing Development Phase

• Capability Development Document (CDD) and Concept of Operations/Operational Mode
• Summary/Mission Profile (CONOPS/OMS/MP)
• Acquisition Decision Memorandum (ADM) (may contain additional direction)
• Preliminary system design including functional and allocated baselines
• SEP
  • If programs enter the acquisition life cycle at Milestone B, this is their initial SEP Reliability, Availability, Maintainability, and Cost Rationale (RAM-C) Report 
  • Attachment to SEP
  • If programs enter the acquisition life cycle at Milestone B, this is their initial RAM-C Report
• Reliability Growth Curves (RGCs)  Included in SEP and TEMP
• Program Protection Plan (PPP)
  • If programs enter the acquisition life cycle at Milestone B, this is the initial PPP
• Trade-off analysis results
  • Results could include knees-in-the-curves sensitivity analyses, product selections, etc.
• Assumptions and constraints
  • Rationale for all assumptions, constraints and basis for trades
  • Interdependencies defined
• Environment, safety and occupational health (ESOH) analyses
  • Programmatic Environment, Safety, and Occupational Health Evaluation (PESHE) and NEPA/EO 12114 Compliance Schedule
• Assessment of technical risk 
• Consideration of technology issues
• Inputs for EMD Phase
• Technology Readiness Assessment (TRA) (MDAPs only)
  • Confirmation that critical technologies have been demonstrated in a relevant environment
• Interdependencies/interfaces/memoranda of agreement (MOAs)
• Life-Cycle Mission Data Plan for Intelligence Mission Data (IMD)-dependent programs 
• System performance specification, including verification matrix
• Other technical information, such as architectures, system models and simulations generated during the TMRR phase
• Prototyping strategy 
• Validated On-Line Life-cycle Threat (VOLT) Report 
• Acquisition Program Baseline (APB)
• Affordability Assessment
  • Affordability caps treated as KPPs; results of engineering trade-off analyses show cost/schedule/performance trade space around affordability drivers
  • Should-cost goals designed to achieve efficiencies and control unproductive expenses without sacrificing sound investment in product affordability
• Acquisition Strategy (AS)
• Life-Cycle Sustainment Plan (LCSP) (updated) 
• Initial Information Support Plan (ISP) 
• Test and Evaluation Master Plan (TEMP)
• Informed advice to the developmental test and evaluation (DT&E) planning, including Operational Assessments (OAs)
• Draft and final Request for Proposal (RFP)
• Security Classification Guide (SCG) (updated)
• Other analyses
  • Other prior analytic, prototyping and/or technology demonstration efforts performed by the S&T community. Technology insertion/transition can occur at any point in the life cycle
• Spectrum Supportability Risk Assessment 

Reference Source: DAG CH 3-3.2.4 Engineering and Manufacturing Development Phase

The EMD phase activities begin when a favorable Milestone B decision has been made (see CH 3–3.2.3. Technology Maturation and Risk Reduction Phase) and end with a successful Milestone C decision. Figure 15 provides the end-to-end perspective and the integration of SE technical reviews and audits across the acquisition life cycle.

SE activities to support the EMD effort include:

• Realization of the system architecture.
• Performance of system element trade-offs.
• Use of prototypes to mature system designs and drawings. If the program strategy includes competitive development, this may include competitive prototyping during the EMD phase.
• Conduct Human Systems Integration analysis such as task and functional analysis, develop mission use and operational use scenarios and establish initial human performance thresholds.
• Development of the initial product baseline and a stable design that conforms to program cost, schedule and performance requirements (see CH 3–4.1.6. Configuration Management Process).
• Support for the establishment of the developmental test and evaluation environment and associated resources (e.g., people, equipment, test cases and test ranges).
• Support of materiel readiness and logistical support efforts.
• Preparation for production by identifying critical manufacturing processes, key product characteristics and any manufacturing risks.
• Build, integrate and test system elements.
• Fabricate and assemble the system elements and system to the initial product baseline.
• Manage changes of software requirements, projected changes to software size and integration of software components.
• Identify the process to proactively manage and mitigate Diminishing Manufacturing Sources and Material Shortages (DMSMS) issues in future life-cycle phases.
• Integrate the system and verify compliance with the functional and allocated baselines through developmental test and evaluation (DT&E) efforts (see CH 8–4.3. for more on DT&E).
• Update risk, issue and opportunity plans. Identify, analyze, mitigate and monitor risks and issues; and identify, analyze, manage and monitor opportunities. (See the DoD Risk, Issue, and Opportunity Management Guide for Defense Acquisition Programs.)
• Address problem/failure reports through the use of a comprehensive data-collection approach, such as Failure Reporting, Analysis, and Corrective Action System (FRACAS).
• Refine the initial product baseline and support the development of the Capability Production Document (CPD).
• Complete producibility activities supporting manufacturing readiness or implementation and initial deployment activities for information systems.
• Support initiation of materiel readiness and logistical support activities including deployment options and training development.
• Perform Environment, Safety and Occupational Health (ESOH) risk management analyses and ESOH risk acceptance.
• Produce NEPA/EO 12114 documentation.
• Perform corrosion risk assessment.
• Complete certifications as appropriate (see CH 3–2.6. Certifications).
• Evolve the system architecture to reflect EMD trade-off decisions and incorporate stakeholder feedback.

The Systems Engineer uses technical reviews and audits to assess whether preplanned technical maturity points are reached during the acquisition life cycle as the system and system elements mature. A key method for doing this is to identify technical risks associated with achieving entrance criteria at each of these points (see the DoD Risk, Issue and Opportunity Management Guide for Defense Acquisition Programs available on the DASD(SE) web site.) Technical reviews and audits typically conducted in EMD:

• Critical Design Review (CDR) (mandated, establishes initial product baseline, see CH 3–3.3.5. Critical Design Review)
• System Verification Review/Functional Configuration Audit (SVR/FCA) (See CH 3–3.3.6. System Verification Review/Functional Configuration Audit)
• Production Readiness Review (PRR) (CH 3–3.3.7. Production Readiness Review)

Test activities during the EMD phase that depend on SE support and involvement include Test Readiness Reviews (TRRs), Developmental Test and Evaluation (DT&E) and Operational Assessments (OAs). The Systems Engineer, in collaboration with the Chief Developmental Tester, should identify system evaluation targets driving system development and support operational assessments as documented in the Test and Evaluation Master Plan (TEMP). Associated SE activities and plans should be in the SEP (see CH 3–2.2. Systems Engineering Plan, 3.3. Technical Reviews and Audits, and CH 8–3.5.).

Reference Source: DAG CH 3-3.2.4 Engineering and Manufacturing Development Phase

The technical outputs and products identified in Table 23 are some of the inputs necessary to support SE processes in the P&D phase. They should support the technical recommendation at Milestone C that manufacturing processes are mature enough to support Low-Rate Initial Production (LRIP) and generate production-representative articles for operational test and evaluation (OT&E). Technical outputs associated with technical reviews in this phase are addressed later in this chapter.

Technical Outputs from EMD Phase

• Informed advice to CPD
• Informed advice to Acquisition Decision Memorandum (ADM) and 10 USC 2366b certification (if Milestone C is program initiation) Verified system
  • Updated functional, allocated, and initial product baselines; verified production processes and verification results/ decisions
  • Associated technical products including associated design and management decisions
• SEP (updated)
• Updated IMP, IMS, and MOAs/MOUs
• RAM-C Report (updated)   Attachment to SEP
• RGC (updated)
• PPP (updated)
• Trade-off analysis results
  • Results could include knees-in-the-curves sensitivity analyses, product selections, etc.
• Assumptions and constraints
  • Rationale for all assumptions, constraints and basis for trades
  • Interdependencies updated
• ESOH analyses
  • Updated Programmatic Environment, Safety, and Occupational Health Evaluation
• (PESHE) and NEPA/E.O. 12114 Compliance Schedule Human Systems Integration Analysis results
  • Mapping of all tasks/functions to human and/or system,
  • Mission and Operational Use scenarios that support downstream testing and
  • Informed advice relative to crew/maintainer skill level and numbers of personnel required to support operations
• Assessment of technical risk
  • Risk assessment identifying mitigation plans for acceptable risks to allow the program to initiate production, deployment and operational test and evaluation activities
  • Update system of systems (SoS) risks associated with governance, interdependencies and complexity
• Manufacturing readiness
  • Assessment of manufacturing readiness supports Milestone C and initiation of production
  • Manufacturing processes have been effectively demonstrated and are under control
• Interdependencies/interfaces/memoranda of agreement (MOAs)
  • Understanding of the unique program interdependencies, interfaces and associated MOAs
• Life-Cycle Mission Data Plan for Intelligence Mission Data (IMD)-dependent programs (updated)
• System performance specification (updated if necessary), including verification matrix  System element specifications, including verification matrix
• Initial product baseline
• Other technical information, such as architectures, system models and simulations generated during the EMD phase
• Results of EMD prototyping activities
• Manufacturing prototyping activities support P&D phase
• Critical Design Review (CDR) Assessment
  • For ACAT ID programs, DASD(SE) performs the assessment to inform the Milestone Decision Authority (MDA)
  • For ACAT IC programs, the Component Acquisition Executive conducts the CDR assessment Informed advice to APB
  • Updated will-cost values and affordability caps as documented in the Acquisition Program Baseline and Acquisition Strategy
• Technical Outputs from EMD Phase
• Establishes technical information that is the basis of the updates to the Cost Analysis
• Requirements Description (CARD) and manpower documentation
• Informed advice to Affordability and Resource Estimates
  • Should-cost goals updated to achieve efficiencies and control unproductive expenses without sacrificing sound investment in product affordability
  • Value engineering results, as appropriate
• Manufacturing, performance and quality metrics critical to program success are identified and tracked
  • Manufacturing drawings are sufficiently complete
• Production budget/cost model validated and resources considered sufficient to support LRIP and FRP
  • Inputs to Milestone C, LRIP, and FRP DR
• Informed advice to Acquisition Strategy (AS)
  • Informed advice on engineering approaches and strategies, external dependencies, resource requirements, schedule and risks
• Informed advice to LCSP (updated)
  • System Support and Maintenance Objectives and Requirements established
  • Updated will-cost values and affordability caps as documented in the LCSP, including Informed advice to manpower documentation
  • Confirmation of logistics and sustainment needs (i.e., facilities, training, support equipment) and implementation supporting initial deployment efforts
• ISP of Record
• Informed advice to TEMP (updated)
• Informed advice to the DT&E assessments
• Informed advice to draft & final RFP for LRIP
  • Informed advice, including system performance specification, Statement of Work (SOW), Contract Data Requirements List (CDRLs), and source selection criteria
• Informed advice for the Spectrum Supportability Risk Assessment (See DoDI 4650.01 and CH 3–4.3.20.)
• Informed advice for Waveform Assessment Application (See DoDI 4630.09)

Reference Source: DAG CH 4-3.3 Engineering and Manufacturing Development Phase

The sustainment focus during the Engineering and Manufacturing Development (EMD) phase is to plan for development, testing, and delivery of the product support package. As the system design matures, the PM continues to influence the design to reduce risks in reliability, maintainability, availability and O&S Cost. The PM also conducts additional analyses to refine the Product Support Strategy and plans for the initial fielding of the weapon system and the transition to O&S.

• Plan to define product support package and supply chain
  • Detailed product support elements required
  • Detailed product support package development and implementation
• Logistics Assessment/Sustainment Issues/Risks/Opportunities identification
• Evaluation of analytical strategy (Business Case Analysis, Failure Modes and Effects Criticality Analysis, Reliability-Centered Maintenance, Level of Repair Analysis)
  • Trade Studies results/impacts
• Performance verification methods
• Fielding plans
• Detailed Resource Requirements/Execution Plan
• Supports O&S Estimates/Depot Workload Projections
• Should Cost Opportunities

Reference Source: DAG CH 4-3.3.1 Sustainment Planning: Product Support Package Development

The PM’s sustainment focus during EMD is the product support package. The product support package is further defined by assigning sustainment requirements to specific subsystems and equipment. Support plans for both the system and its logistic support system are developed as the system design matures.

The PM ensures the program documentation, and planning, programming, and budgeting actions are put into place to develop, field, and sustain the product support package. Technical Performance Measures are established to monitor the linkage between design and supportability; they may be jointly developed by the systems engineering and product support teams at the start of the program and managed during EMD. The PM ensures the sustainment metrics are achievable by Full Operational Capability (FOC). Key elements include: Support equipment requirements, unique support equipment (organic, intermediate, depot), and provisioning for common and unique support equipment

In the EMD phase, the PM ensures that testing validates that the design meets the sustainment requirements. The Systems Engineering Plan (SEP) includes the processes to validate the required product support package performance. The PM also ensures that sustainment metrics are estimated based on the latest configuration and test results. Finally, the PM ensures that the approved product support package’s capabilities, including supply chain and other logistics processes and products, are demonstrated and validated.

Reference Source: DAG CH 4-3.2.1.1.2 Product Support Package Development

Some additional Product Support Package elements that warrant consideration include:

• Serialized Item Management techniques to effectively manage populations of select items throughout their life cycle. The PM should employ Item Unique Identification (IUID)
  1. to enable life cycle management of assets;
  2. to support asset valuation and accountability for audit readiness on the general property, plant, and equipment inventory and operating materials and supplies portions of DoD financial statements;
  3. to identify unique items in financial, property accountability, acquisition, and logistics (including supply, maintenance, and distribution) automated information systems and business processes; and
  4. to support counterfeit material risk reduction.
• Corrosion prevention and control programs and preservation techniques address corrosion throughout the system life cycle. Use of corrosion preventative and control methods may include effective design practices, material selection, protective finishes, production processes, packaging, storage environments, protection during shipment, and maintenance procedures.
• Opportunities to incorporate standardized (common) systems, components, spare parts, and support equipment, which preserve flexibility and options for competition in sustainment. The PM should consider RFP requirements that promote standard and capable manufacturing processes that could be used or repurposed to support depot activities and promote structured, consistent processes for software development and sustainment activities based on standard maturity models.

Reference Source: DAG CH 4-3.2.3.2 LCSP and Product Support Strategy

LCSP and Product Support Strategy

The PM participates in the Pre-Milestone B RFP development and the review of industry proposals prior to award. The PM’s goal is to ensure that the RFP conveys the sustainment strategy, specified sustainment requirements, and required data and deliverables to industry. The RFP includes requirements for the contractor to propose data development and delivery, and sustainment metrics. The PM should consider sustainment outcomes in developing incentive or award fees.

The PM uses the LCSP to assist in the development of the RFP Statement of Work (SOW), which articulates product support requirements to the Contractor for the EMD phase that will allow a product support package to be delivered during production. The SOW includes the requirements for analyses, design interface, and product support development and test activities.

Reference Source: DAG CH 4-3.2.3.3 Reliability and Maintainability in the EMD RFP

Reliability and Maintainability in the EMD RFP

Any R&M requirements that remain medium or high risk after TMRR phase testing should be reflected in the incentive planning. The RFP for EMD should include a contractor sustainment support Contract Data Requirements List (CDRL) to provide all test failure data (to include vendor and sub-vendors) and report all repair work and repair cost data for each warranty (if applicable) repair. Contractor repair data will inform cost estimates and organic sustainment planning.

Reference Source: DAG CH 4-3.3.1.5  Core Workload and Depot Source of Repair

Core Workload and Depot Source of Repair

Prior to Milestone C, the PM refines core depot workload estimates based on the CDR. The PM also works with DoD Component stakeholders to identify potential depots for all components/sub-components of the program. The Depot Source of Repair analysis and decision process helps select the location for the depot workload and helps ensure effective use of commercial and organic depot maintenance resources that deliver best value to the program. The PM also projects the date and the funding for those depots to commence operation (IOC plus four years).

Reference Source: DAG CH 4-3.3.1.6 Supply Chain Evaluation

Supply Chain Evaluation

The supply chain is finalized to reflect the product support strategy. Every aspect of the supply chain supports the Warfighter required performance and cost metrics. Processes are put in place to automatically and electronically share data and information between all Services, agencies, and commercial entities in the supply chain. The supply chain evaluation focus is on ensuring operational supportability and verifying performance. It includes a comprehensive description of the elements and fielding plan.

Reference Source: DAG CH 4-3.3.1.7 Development of PSAs

Development of PSAs

Most product support strategies depend on product support arrangements (PSAs) with both organic and commercial industry. The PM determines the blend of public and private providers, and the relationship between them, to achieve an effective product support strategy that delivers Warfighter operational readiness. Programs should seek to effectively deliver the requirements of the product support package at best value to the government while attractive to commercial providers. Performance metrics used to measure achievement of the required outcomes and the solution (and associated product support package) are adjusted as required to effectively and affordably sustain the weapon system.

Reference Source: DAG CH 4-3.3.1.10 Software Sustainment Transition Plan

Software Sustainment Transition Plan

During the transition to post-production software support (Milestone C), fielding occurs, the hardware production line ends, and software maintenance reaches steady state. For post-production software support, the PM should be sure to program funding for the cost of government labor to include field service engineers (government and contractor), certification and accreditation, lab operation, license updates, and the risk management process. (Office of the Secretary of Defense has replaced the information assurance process with updated cybersecurity requirements and the risk management process).

By Milestone C, the Intellectual Property Strategy documents how much technical data is optimal for the government to purchase.