Executive Life-Cycle Logistics Course LOG 304 Functional IPT Briefing 29 October 2004 Course Manager: Bryan L. Hammond “Transformation to GOLD!”

Executive Life-Cycle Logistics CourseLOG 304

Functional IPT Briefing 29 October 2004Course Manager: Bryan L. Hammond

“Transformation to GOLD!”

http://[email protected] Old Madison Pike, Bldg #76767 Old Madison Pike, Bldg #7Huntsville, AL 35806Huntsville, AL 35806(256) 722-1019(256) 722-1019

http://www.dau.mil/

http://www.dau.mil/

mailto:[email protected]

http://www.council.org/

Executive Life-Cycle Logistics Professors

South:

Mr. David Newberry Mr. Terrence Renee

Mr. Michael Gourley Mr. Bryan Hammond (CM)

Mid-Atlantic:

Mr. Dean Newman

Mr. Jim McMahon

Capital & North East:

Mr. Larry Heller

Dr. Tony Scafati

Mid-West:

Dr. Brett Andrews

Mr. Travis Stewart

Mr. Dick DiLorenzo

Major Robert Hannah

West:

Mr. Tom Edison

Dr. Hank DeVries

Mr. Bob Cartwright

Mr. Ed Eden

CDSC:

Mr. Bruce Moler / TBD

• Case/scenario based• GS 13 - 14• E7 - O5

• Application/tool based• GS 9 - 12• E7 – O4

Level II Certification Level IIICertification

Life Cycle Logistics Courses Life Cycle Logistics Courses

5 days classroom

LOG-201BLOG-201BIntermediate Intermediate Acquisition Acquisition LogisticsLogistics

LOG-201BLOG-201BIntermediate Intermediate Acquisition Acquisition LogisticsLogistics

LOG-304LOG-304Executive Life Executive Life

Cycle Logistics Cycle Logistics Management Management

LOG-304LOG-304Executive Life Executive Life

Cycle Logistics Cycle Logistics Management Management

LOG-235BLOG-235BPerformance Performance

Based Based LogisticsLogistics

LOG-235BLOG-235BPerformance Performance


Level I Certification

25 hrs, on-line

ACQ-101ACQ-101Fundamentals Fundamentals

of Systems of Systems Acquisition Acquisition

ManagementManagement

ACQ-101ACQ-101Fundamentals Fundamentals

of Systems of Systems Acquisition Acquisition

ManagementManagement

• Knowledge based• GS 5 - 9• E7 – O3

LOG-101LOG-101Acquisition Acquisition Logistics Logistics

FundamentalsFundamentals

LOG-101LOG-101Acquisition Acquisition Logistics Logistics

FundamentalsFundamentals

26 hrs, on-line

On-lineOn-line

ACQ-201ACQ-201Intermediate Intermediate

SystemsSystemsAcquisition Acquisition

ACQ-201ACQ-201Intermediate Intermediate

SystemsSystemsAcquisition Acquisition

35 hours, online1 week classroom

HybridHybrid

(9 days classroom)

ClassroomClassroom

LOG-102LOG-102Systems Systems

Sustainment Sustainment ManagementManagement

LOG-102LOG-102Systems Systems

Sustainment Sustainment ManagementManagement

and

LOG-201ALOG-201AIntermediate Intermediate Acquisition Acquisition LogisticsLogistics

LOG-201ALOG-201AIntermediate Intermediate Acquisition Acquisition LogisticsLogistics

LOG-235ALOG-235APerformance Performance


LOG-235ALOG-235APerformance Performance


Additional EducationAcademia – Certificate/Degree

- System Design & Operational Effectiveness (SDOE)- Supply Chain Management (SCM)

Assignment Specific or Other Acquisition Training

- Reliability and Maintainability - Program Management- Configuration Management - Systems Engineering

P = Prerequisite

P

P

26 hrs, on-line 60 hours DL

5 days classroom

50 hours DL

P

P

P

NOTE: There are NO prerequisites

for LOG235A

P

Course Approach

Leve

ls o

f Lea

rnin

g

12

34

5

Knowledge/Comprehension

Application

Analysis

Synthesis

Evaluate

Bloom’s Taxonomy

9 Day Resident Course With Pre- Class Assignments: - Lessons Learned - Research Topic

Block 1: Lecture/Discussion/PE/Case-Study

Block 2: Case-Based Learning

Focus on Critical Thinking

Competencies Selected Based on: - Annex K-4/9 at Higher Bloom’s - Areas Emphasized by Proponents - What a Level 3 Loggie Should Know!

LOG304

Executive Life-Cycle Logistics LOG304 Course Evolution

FY02 FY03 FY04 FY054th 3rd 4th 3rd 4th1st 2nd 1st 2nd 1st 2nd

Direction to

Revise Course 1

2

3

Oct–Dec 02

Apr 03 - PRESENT

Updated PolicyStudent Eval DataFaculty & Leadership InputLessons Learned

4

Initial CourseRewrite

Faculty InputLessons Learned

ContinuousModernization

6 DAU-South Loggiesand CDSC8 weeks1st Delivery 20 Dec 02Less than $5KRave Reviews

Dec 02-Apr 03

2 Loggies from each DAU campus (Lesson Masters)Critique of Spiral 1Lesson re-scope and rewriteExpansion of case studies

Contract to LMI Sep 04Complete Lesson ReviewAdd 12 New Case StudiesMore Objective AssessmentStrategy

Feb 05 Completion

Course ManagerFaculty Review

Apr 04

Spiral 1

Spiral 2

Spiral 3Spiral 4

Mar 03

FIPT Review Oct 04

FIPT Review

Executive Life-Cycle Logistics Course

Logistics Management Institute (LMI)

•Team with DAU to Develop Course Materials–Case Studies–Lesson Plans–Instructor Support Packages–Etc.

AM PM

TUES

WED

THUR

FRI

TUES

WED

THUR

MON

Block III Course Structure

Intro &Welcome

Emerging Concepts/Policy

Evolutionary Acquisition

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

edSystems

EngineeringSystems

EngineeringSystemsEngineering

*Supply Chain Management

Performance Based

Logistics

Supply ChainManagement

Supply ChainManagement

PerformanceMetrics

PerformanceMetrics

Management & Oversight

Management & Oversight

Best Value/Support Strategies

BCA/Partnering

BCA/Partnering

BCA/Partnering

BCA/Partnering

RTOC/Tech Insertion

Environmental Policy

EnvironmentalPolicy

OperationalLogistics

*OperationalLogistics

Graduation !

Lecture/Discussion Case Study/PE Student Discovery

PerformanceAgreements

PerformanceAgreements


RTOC/Tech Insertion

SystemsEngineering

FRI

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Les

son

sL

earn

ed

Evolutionary Acquisition



Interoperability Interoperability

*New Lesson

Competency Sets

BCA/Consolidation/Partnering1, 2, 3, 4, 6, 8, 63, 107, 108, 109, 110,112, 219, 229

Performance Agreements24, 25, 26, 27, 184, 409, 429, 430

Performance Metrics37, 38, (186, 196, 203, 205)

OP-LOG Contingency Planning50, 53

Systems Engineering32, 69

Interoperability80, 81, 82

Environmental Risk Management102, 103, 191, 192

Best Value/Support Strategies133, 135, 146, 168, 174, 175, 176,177, 181, 422, 427

Oversight Processes & Analysis Tools224, 225, 226, 227

Tech Insertion/RTOC386, 388, 389, 390, 401

Executive Life-Cycle Logistics Students

Fiscal Year Students Graduated

FY-03 295

FY-04 467

FY-05 550 (projected)

Executive Life-Cycle Logistics Student Comments

•Keep applying real world situations

•Excellent course especially the instructor. Discussed real life issues and recommended ways to work around them

•Outstanding course and course content. Enjoyed every minute of it.. Thank-you

•Excellent course with great instructors who brought forth great knowledge and experience. Learning was fun.

Executive Life-Cycle Logistics Student Comments

•This course is excellent, I enjoyed it and it adds tremendous value to my understanding of the Acquision Logistics processes and effecting procedures. The instructors along with this expeirence has added motivation for me to return to my job and jump into the IPT process with all four feet and grab actions like a dawg-on-a-bone!

•It was a good course and challenged me to think through a lot of problems. However, many of the crusty loggies in the course had a lot of baggage and resistance to change, which impacted the class. Instructors need to sometimes nod and move on instead of listening to all the whining.

•Great Course. Cut back a little on death by case study and outbrief. Thanks for the great course. I really enjoyed the cross services aspect and class participation was best aspect.

FIPT EndorsementLOG304

•Incorporation of Supply Chain Management Lesson and Case/Activity

•Incorporation of Operational Logistics Lesson and Case/ Activity

•Orientation on PBL Throughout Course; Not as Stand-Alone Modules

Back Up Slides

Column Purpose Input

TLO or ELO #To establish a numbering system for each TLO and ELO.

Label each TLO using 1.0, 2.0, etc. Label each ELO to correspond with its TLO. Example: If TLO 1.0, then the third ELO would be 1.3.

ObjectiveTo list each lesson or module objective and the Bloom’s level of that objective

Put the objective here and in the box next to it, add the numeral corresponding to the identified Bloom’s level

Category of Performance

To identify the type of performance expected for this objective

Choose one of the following:K=knowledge acquisitionS=skill developmentP=performance based

Assessment Technique

To identify the type of assessment or test used to measure the objective

Types of techniques include, but are not limited to:BR=Briefing CS=Case StudyCI=Critical Incident DS=In-Class DiscussionES=Essay FP=Final PaperFI=Fill-in/Completion HW=HomeworkMA=Matching MC=Multiple ChoicePE=Practical Exercise PR=PresentationsRP=Role Play SA=Short AnswerTF=True-False

Scoring Instrument

To identify how student assessment data will be collected, recorded, and/or scored

Types of data collection, recording, and scoring instruments include, but are not limited to:Objective score sheet/answer keyInstructor observation checklistAssessment rubricParticipation checklistPeer assessment

Module/Lesson: Emerging ConceptsInstructional Mode: Participative lecture; group discussion and research; group practical exercise

TLO or ELO #

ObjectiveList each learning objective on a separate line. In the small column on the right indicate Bloom’s level.

Assessment Technique Scoring Instrument

Category of Performanc

e


PO

Originate and justify a change management plan encompassing both a short (< 18 months) and long (> 5 yrs) range strategy for changes affecting Life-Cycle logisticians as a result of emerging concepts in DoD acquisition policy; Joint Vision 2010/2020; Joint Capabilities Integration and Development System; Focused Logistics; Future Logistics Enterprise; and Total Life Cycle Systems Management.

5 P PE,PR,DS IO,PA

POFormulate a personal and group knowledge management approach to research and remain abreast of emerging logistics concepts.

4 P PE, PR, DS IO, PA

PO

Select, research, illustrate, conclude and communicate both in writing and a class brief a selected (relevant) research topic or real world lessons learned account reflecting emerging topics and issues in Life-Cycle Logistics.

5 K,S,P BR,FP,HW AR,IO

Module/Lesson: Product Support in Evolutionary Acquisition Instructional Mode: Participative lecture; group discussion; case study

TLO or ELO #




e


PO

Explain and differentiate evolutionary acquisition; spiral development and incremental development . 2 K CS,PR IO

PO

Contrast examples of evolutionary acquisition strategies in use. 4 S,P CS,PR,RP IO

PO

Relate the integration of Performance Based Logistics (PBL) and/or Product Support strategies to evolutionary acquisition within the life cycle model.

4 P CS,PR IO

PO

Recognize how evolutionary acquisition impacts the product support process. 4 P CS,PR IO

Module/Lesson: Systems EngineeringInstructional Mode: Participative lecture; group discussion; case study

TLO or ELO #




e


PORelate the systems engineering process to the life cycle logistician’s role in: assessing and balancing supportability design risks; and contingency planning.

4 P CS,PR IO

PO

Examine and assess results of a supportability analysis to reduce risk of operational and support problems, as well as insure emphasis toward reducing life cycle cost, increasing readiness and managing logistics footprint.

4 P CS,PR IO

Module/Lesson: Performance MetricsInstructional Mode: Participative lecture; group discussion; case study

TLO or ELO #




e


PO

Justify the need for viable metrics in assessing product support strategies. 3 S,P PE,CS,PR IO

PO

Formulate viable performance based support metrics.

4 P PE,CS,PR IO,AR

PO

Analyze the shift in approach to product support for using commercial practice reporting methodologies and metrics. 4 P PE,CS,PR IO

Module/Lesson: Supportability Requirements and Capabilities Analysis for Application of PBL Instructional Mode: Participative lecture; group discussion; practical exercise.

TLO or ELO #




e


PO

Evaluate supportability requirements/capabilities documents for viable portrayal of performance based requirements. 4 P PE,DS,PR IO,AR

PO

Relate the linkage of sound supportability requirements to constructing a PBL strategy. 4 P PE,DS,PR IO

PO

Interpret the 7 step PBL methodology as it pertains to the program manager executing responsibility for total life cycle systems management.

3 P PE,DS,PR IO

PO

Differentiate between traditional, resource oriented support strategies, and results oriented, performance based logistics strategies.

4 P PE,DS,PR IO

Module/Lesson: Management and Oversight ProcessesInstructional Mode: Participative lecture; group discussion; group research and practical exercise

TLO or ELO #




e


PO

Develop and adapt oversight processes and analysis tools as senior level leadership priorities are promulgated through implication of the tenets of the future logistics enterprise.

5 P PE,DS,PR IO

PO

Synthesize leadership styles and competenciesapplicable to the current fast paced, changing environment in DoD acquisition, technology and logistics

5 P PE,DS,PR IO

PO

Discover current oversight and analysis tools through research and relate them to execution of the tenets of the future logistics enterprise, including: activity based costing; balanced scorecard; visibility and management of operations and support cost (VAMOSC); enterprise resource planning (ERP); risk management; earned value management (EVM); business case analysis; and the Kepner-Tregoe project management model.

4 P PE,DS,PR IO

Module/Lesson: Business Case Analysis Instructional Mode: Participative lecture; group discussion; group research; case study

TLO or ELO #




e


PO

Analyze the Business Case Development and Analysis process, and the DoD level guidance/policy for using business case analysis (BCA).

3 S,P DS,CS,PR IO,PA,PC

PO

Distinguish how the BCA process is applied and executed by the separate Services. 3 P DS,HW IO

PO

Research business case development and analysis resources and references for content and tailored application to planning a PBL strategy.

4 P DS,HW IO

PO

Formulate a general approach and format for a BCA.

5 P DS,CS,PR IO,PC

PO

Evaluate a sample BCA for application of a PBL strategy.

6 P DS,CS,PR IO

PO

Produce an executive level checklist for evaluating the relative merit and validity of a business case. 5 P DS,CS,PR IO,PC

Module/Lesson: Performance AgreementsInstructional Mode: Participative lecture; group discussion; group research and practical exercise

TLO or ELO #




e


PO

Establish the relationship among the possible forms of performance agreements, PBL and TLCSM. 5 P DS,HW,PE IO,AR

PO

Select appropriate metrics for a tailored performance agreement based on a specific business and/or operational environment.

4 P DS,HW,PE IO,AR

PO

Evaluate sample performance agreements for validity and completeness 6 P DS,PE IO,AR

PO

Construct a generic manager’s checklist for use in evaluating validity and relevance of a PM/Warfighter performance agreement.

5 P DS,PE,PR IO,AR

PO

Distinguish the impact of selected statutory and regulatory boundaries on constructing a tailored performance agreement.

5 P DS,PE IO

Module/Lesson: Reduction of Total Ownership Cost (RTOC)Instructional Mode: Participative lecture; group discussion; practical exercise

TLO or

ELO #



Category of Performance


PO

Distinguish between the components of DoD TOC, and the components of defense systems life-cycle cost. 4 P DS,CS,PR IO

PO

Formulate an analysis plan to gain visibility into the components of life-cycle cost. 5 P DS,CS,PR IO

PO

Summarize the effects of service life extension and obsolescence on TOC. 4 P DS,CS,PR IO

PO

Relate the concept of CAIV to RTOC.

5 P DS,CS,PR IO

PO

Review for application selected LCC models.

4 P DS,CS,PR IO

PO

Recognize the background, objectives, progress and lessons learned from the RTOC Pilot Programs. 2 S DS IO

PO

Construct a methodology for reducing TOC of a sample materiel system.

5 P DS,CS,PR IO

Module/Lesson: Environmental, Safety and Health (ESH) Risk Management Instructional Mode: Participative lecture; group discussion; group research

TLO or ELO #




e


PO

Relate the major statutes and DoD policy governing ESH provisions of DoD weapon systems. 4 S,P DS,PE IO

PO

Recognize the impact ESH issues have on supportability and life-cycle cost. 3 S,P DS,PE IO

PO

Examine the NEPA process and conclude its impact on weapon system cost, schedule and performance. 4 P DS,PE IO

PO

Generalize the salient points of NAS 411, ISO14000 and MIL-STD-882. 2 S DS IO

PO

Comprehend the hierarchical options for pollution prevention. 2 S DS IO

PO

Determine a manager’s checklist for assessing a program’s compliance with ESH policy. 4 P DS IO

Module/Lesson: Interoperability, Standardization and CommonalityInstructional Mode: Participative lecture; group discussion; group research; practical exercise

TLO or ELO #




e


PODistinguish between the concepts of interoperability, standardization and commonality as they apply to Joint Vision 2020.

4 P DS,CS,PR IO

PODraw conclusions on factors which limit a system’s ability to achieve interoperability, standardization and commonality. 4 P DS,CS,PR IO

POIntegrate the provisions of the Joint Technical Architecture, Global Information Grid and the Defense Information Infrastructure.

5 P DS IO

PO

Originate, synthesize, prepare and present to a role playing decision-maker the impact of interoperability, standardization and commonality on supportability planning when transitioning an ACTD to an acquisition program.

5 P DS,CS,PR IO,AR

50. Know and understand contingency planning and execution

53. Know and understand risk reduction and risk assessment processes for acquisition process. Balancing risks and benefits in situations involving human safety, environmental risks, and financial uncertainties.

Conduct risk assessment, risk reduction and mitigation techniques at the earliest possible stage

32. Know, understand and be able to assess design tradeoffs Perform design

trade-offs earlier in the acquisition process.

69. Use systems engineering processes to reduce risk of operational and support problems.

Assess supportability techniques for assessing systems requirements.

Systems Engineering

Competencies Functions

Performance Agreements

24. Evaluate the individual situation and select the appropriate contracting or assistance vehicle

25. Understand the applicability and advantages of the various contracting or assistance vehicles.

26. Know and understand dual use application of program/item needs and ability to incentivize dual-use focus

27. Determine the most appropriate agreement, as well as pricing and facility arrangements that will mitigate risk in accordance with regulations, statutes and sound business judgement.

Identify appropriate agreement method/vehicle (CRDA, MOA, etc.) to ensure DoD's interests are protected.

184. Know how to develop and apply rules and tools to help determine the best application of contractor support and best use of innovative contracting techniques for common support requirements.

Develop and apply rules and tools to help determine the best application of contractor support and best use of innovative contracting techniques for common support requirements.

Develop performance based specifications

409. Evaluate performance-based work statements and advise program office as appropriate

429. Apply performance based contracting methodoligies

Capitalize on opportunities to develop performance based solicitations for products and services.

430. Develop performance expectations and metrics to describe acquisition needs and evaluate outcomes


Performance Metrics

37. Be capable of developing strategic, tactical and local metrics within the acquisition process.

38. Know and understand metric development and linkage to mission/operations and cost implications

Develop verification/conformance metrics.

186. Know flexible sustainment contracts and how to develop performance events to measure contractor progress.

Develop and apply rules and tools to help determine the best application of contractor support and best use of innovative contracting techniques for common support requirements.

196. Know and understand selected contract in order to apply oversight tools

Use mature, robust, market-ready commercial capabilities with end-to-end visibility of inventory.

203. Know and understand shift to commercial practices reporting methodology/metrics

205. Analyze and interpret business volume information to evaluate organic and industry total system performance

Monitor and track business volume information outside of DoD ownership.


Management & Oversight Processes

224. Know and understand commercial industry analysis tools and oversight processes

225. Know cost models, contractor systems and process risks.

226. Understand operating and support cost data and data sources (e.g., Service VAMOSC Systems) and their differences; cost estimating tools/models and their limitations.

227. Know and understand existing oversight processes and analysis tools

Develop or modify oversight processes and analysis tools.

Competencies Function


133. Know and understand negotiations/plans and execution

135. Analyze market research/customer requirements/sourcing strategies to synthesize best value solutions

Employ/Develop sourcing strategies that emphasize best value.

146. Evaluate/Analyze potential technology solutions to determine best approach/solution

Apply technology to enable implementation of reengineered and integrated business processes.

168. Know and understand negotiations/plans and execution

Tailor the application of best practices to the specific market sector and develop appropriate contractual vehicles.174. Know and understand common

support requirements and tools and ability to leverage those opportunities…consolidated design and buying opportunities

175. Know and understand selected contract to apply oversight tools

176. Know and understand organic and commercial options available

177. Know and understand contract oversight techniques and tools

Develop integrated support strategies.

181. Analyze market research/customer requirements/sourcing strategies to synthesize best value CLS solutions

422. Know and understand best value methods and tools to synthesize best value options based on tradeoff

427. Analyze expected system performance outcomes for best value.

Expand use of best value and dissimilar competitions including capabilities tradeoff vs mission


BCA/Supply Chain Management & Partnering

1. Analyze and evaluate different categories of data such as cost and technical capabilities . Analyze business data to determine its adequacy and impact on consolidation business cases.

2. Use trade off analyses to assess most appropriate consolidation recommendations.

3. Know and understand service capabilities/core competencies

4. Know critical elements contained in a business case analysis in order to justify sound business outcomes.

6. Know and understand joint and service strategic planning and requirements process; assess impact of consolidation options

63. Know, understand and be able to perform/evaluate cost/schedule risk assessments

8. Know and understand PBBE and defense monetary policies and procedures; Assess fiscal impacts and synthesize consolidation options

Perform business case analysis (mission, capabilities, costs, trends, future, cross-Service and Industry opportunities to include technical capabilities).

Develop streamlining and implementation planning for consolidation.

Assess cost/schedule risk and influence on design.

107. Know and understand strategic planning

108. Know and understand organizational management and structures to include existing and options

109. Know and understand organizational processes and measurement

110. Know and understand personnel policies/procedures to include labor relations/union coordination

112. Know and understand available training/education resources to include funding/opportunity

Emphasize life-cycle cost implications in all program management phases and decisions.

219. Know and understand PPBE and defense fiscal management policies and practices

229. Know and understand data analysis to include cost/price/performance tradeoffs and cost drivers.

Perform trade-off analysis of capability, performance, and life-cycle cost considerations.


RTOC & Tech Insertion

386. Know, understand and be able to assess, evaluate, and synthesize evolutionary/incremental enablers…open architecture, interoperabilty, CMI, ACTD, technology insertion into comprehensive, cost-effective solution.

388. Analyze and evaluate requirements for validity of evolutionary and incremental acquisitions

389. Evaluate technology maturation to support short cycle time in product development

390. Know and understand benchmarking/metrics analysis and ability to apply and evaluate in acquisition process to baseline and reduce cycle time

Establish activity based costing for the life cycle process.

Minimize cycle time

401. Know, understand and be able to assess, evaluate, and synthesize technology refreshment enablers…open architecture, interoperabilty, CMI, ACTD, technology insertion into comprehensive, cost-effective solution

Promote technology refreshment of systems


Environmental Risk Management

102. Know and understand environmental rules/regulations

103. Know and understand environment assessment to law, policy, regulations, community impact and issues/impediments to

Take joint or corporate approaches to DoD sustainment issues (corporate contracts, standard corporate information systems).

191. Know and understand environmental regulations and cost assessments.

192. Know and understand government disposal policy and procedures

Conduct capability/environmental assessment.


50. Know and understand contingency planning and execution

53. Know and understand risk reduction and risk assessment processes for acquisition process. Balancing risks and benefits in situations involving human safety, environmental risks, and financial uncertainties.

Conduct risk assessment, risk reduction and mitigation techniques at the earliest possible stage

32. Know, understand and be able to assess design tradeoffs Perform design

trade-offs earlier in the acquisition process.

69. Use systems engineering processes to reduce risk of operational and support problems.

Assess supportability techniques for assessing systems requirements.

Operational Logistics & Contingency Planning


Interoperability

80. Knowledge and understanding and ability to comply with DII COE

81. Understand and apply JTA requirements and standards

82. Perform analysis to identify linkages connections, processes and delay time that effect interoperability .

Comply with Joint Technical Architecture requirements.


Documents

Executive Life-Cycle Logistics Course LOG 304 Functional IPT Briefing 29 October 2004 Course Manager: Bryan L. Hammond “Transformation to GOLD!”