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MDA Acquisition Overview

Ms. Marsha Thornton

Director of Contracts

Missile Defense Agency

August 13, 2015 Approved for Public Release

15-MDA-8139 (26 February 15)

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Agenda

• Introduction

• Acquisition Authorities

• MDA Organization

• Keystone Guidance/Direction

• MDA Director’s Roles

• BMDS Oversight

• Acquisition Principles and Highlights

• Acquisition Processes

- Capability Requirements Generation

- Acquisition Phases

- Managing BMDS Baselines

• Summary

Approved for Public Release

15-MDA-8139 (26 February 15)

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Introduction: Today’s Ballistic Missile Defense System

Approved for Public Release 14-MDA-8078 (15 December 2014)

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MDA Unique Acquisition Authorities

• Why – do we need to manage the Ballistic Missile Defense System (BMDS) under unique authorities? - Dynamic threat requires flexibility and rapid response - Presidential commitments: deploy missile defense in shortest possible time (2001), EPAA (2009) - BMDS requires the agility of a JUON – managed more flexibly than most DoD programs

• How – does MDA get this unique authority? - SecDef memo (Jan 02)

Created MDA and authorized non-standard acquisition and requirements generation

- DoD Directive 5134.09, “Missile Defense Agency” (Sep 09) Delegated many acquisition responsibilities to MDA Director

- SecDef Ballistic Missile Review Report (Feb 10) “…no benefit in bringing MDA into the JCIDS or the full DoD 5000.02 acquisition processes at this time.”

• What – did we do to implement this authority? - Created robust yet flexible acquisition oversight process (2010 to present) - Developed Acquisition Policy and Processes

Consistent with DoD policies, tailored from DoD Instruction 5000.02 Defined acquisition phases and phase transition approval process (TBR and DBR) Defined unique BMDS management by 6 baselines Created rigorous process to review baseline execution status

- Established and report baselines (BAR) (10 USC §225)

• Where – are the challenges to this unique process? - Pressure to bring BMDS into “mainstream” DoD processes - Frequent “audits” by external stakeholders

• Path Forward - Continue to improve and streamline process - Coordinate/collaborate with all stakeholders - Director-level engagements - Continuous workforce training BAR: BMDS Accountability Report

DBR: Developmental Baseline Review

EPAA: European Phased Adaptive Approach

JUON: Joint Urgent Operational Need

TBR: Technology Baseline Review

BMDS Baselines

1. Resource (cost)

2. Schedule

3. Technical

4. Test

5. Contracts

6. Operational Capacity


15-MDA-8139 (26 February 15)

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Ops (DO)

Test (DT)

Director

Dep Dir

Exec Dir

PE – Program Executive/Program Office “Line”

Int’l (DI)

Engr (DE) Acq (DA)

Other HQ staff (GC, HR, Security, Office of

Small Business programs, etc.)

C4ISR

(CR)

Programs and

Integration (DP)

Aegis BMD

(AB)

Director’s Roles:

- Head of Agency

- BMDS Program Manager

- Acquisition Executive & Milestone Decision Authority

- Head of Contracting Activity

- Senior Procurement Executive

AB:

- Navy Aegis BMD programs

- Acquisition phases: all phases

Advanced

Tech (DV)

DV:

- Science and technology, research

- Analysis of materiel solutions to

capability gaps

- Acquisition phases: Materiel

Solutions Analysis and

Technology Development

CR:

- Command, Control Communications,

Computers, Intelligence, Surveillance,

& Reconnaissance (C4ISR) programs


DP:

- GM, THAAD, Targets, International (all

other BMDS programs)


- ALSO: BMDS Integration

HQ Functional “Staff”

Program Executives (PEs):

- Portfolio management: cost, schedule, performance, risk

MDA Organization HQ “Staff” and Program Office “Line” Roles

HQ functional staff:

- Functional management: “Train,

organize, and equip”

- HQ functional activities: policy, HQ

support, Director support, etc

- Support BMDS-level integration

Warfighter Strategic

Integration and

Combatant CDR Reps


15-MDA-8139 (26 February 15)

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MDA Director Responsibilities1

- The Director, MDA, under the authority, direction, and control of the USD(AT&L), is

responsible for the BMDS programmatic policy and research and development of

the BMDS. The Director, MDA, shall manage the BMDS consistent with the principles of DepSecDef Memorandum “BMDS Life Cycle Management Process”

and DoD Instruction 5000.2.

- BMDS Acquisition Executive - Exercise all BMDS-related source selection and milestone decision

authorities up to, but not including, production decisions

- Head of Agency - Organize, direct, and manage MDA and all assigned resources

- Head of contracting activity (HCA) (or Senior Procurement Executive (SPE))

- Manage the contracting activity; implement unique procurement policies

- Program Manager for BMDS

- Maintain a single development program for all work needed to design,

develop, and test an integrated BMDS - Administer all Defense-Wide BMDS funds with USD(C)

1 DepSecDef, DoD Directive 5134.09, Missile

Defense Agency (aka “MDA Charter”)


15-MDA-8139 (26 February 15)

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Focused Governance Missile Defense Management and Oversight

Policy

• PDUSD (P) – Chair

• DASD Nuclear and Missile Defense Policy OUSD(P)

• Director, Office of Space and Missile Defense Policy (DOS)

• Dep Cdr, USSTRATCOM

• Joint Staff, J5

• Dep Dir for Strategy and Policy (J5)

• Special Assistant and Senior Director for Counter-proliferation Strategy (NSC)

• Deputy General Counsel (A&L)

• Executive Dir, MDA

Operational Forces

• VCJCS – Chair

• DEP CDR USSTRATCOM

• VCA

• ACMC

• VCNO

• VCSAF

• JFCC-IMD

• JIAMDO

• Deputy Director, MDA

Program, Acquisition And Budget Development

• DUSD (A&T) – Co-Chair

• Dep Dir, Strategic, C4, and ISR Programs (CAPE) – Co-Chair

• ADUSD Joint & Coalition Operations Support

• Principal Deputy USD (C)

• Mil Dep ASA(ALT)

• Mil Dep SAF/AQ

• Mil Dep ASN(RDA)

• Joint Staff, J8

• OUSD(AT&L)/PSA

• USSTRATCOM J8

• Director for Operations, MDA

Test and Evaluation

• DUSD (A&T) – Co-Chair

• Dep Dir DOT&E – Co-Chair

• Commander, AFOTEC

• Commander, USATEC

• Commander, OPTEVFOR

• Director, DTRMC

• DEP CDR, JFCC-IMD

• Director for Test, MDA

Missile Defense Executive Board (MDEB) • Makes recommendations DepSecDef on all Ballistic Missile Defense System decisions

• Provides oversight and guidance to the missile defense community

• Chair: Under Secretary of Defense (Acquisition, Technology, and Logistics)

• Members:

- Director, Defense Research and Engineering

- Under Secretary of Defense (Policy)

- Director, Cost Assessment and Program Evaluation (CAPE)

- Assistant Secretary of the Army (Acquisition, Logistics and Technology)

- Deputy Under Secretary of the Air Force for Space Programs

- Under Secretary of Defense (Intelligence)

- Commander, US Strategic Command

- Principal Deputy, Under Secretary of Defense Comptroller (Advisor)

Air and Missile Defense Integration

• DASD (S&T) – Co-Chair

• Director, JIAMDO – Co-Chair

• ASD (DR&E)

• Dep Dir, Strategic, C4, and ISR Programs (CAPE)

• CDR, JFCC-IMD

• Mil Dep ASA(ALT)

• Mil Dep ASN(RD&A)

• Mil Dep SAF/AQ

• Director for Engineering, MDA

Warfighter interface

• Service / MDA Board of Directors (BoD)

• Decision making authority

• Meet every 60-90 days

Service-MDA BoD - Principal Members

Service MDA

• Acquisition Executive (co-chair) Director (co-chair)

• Deputy Chief of Staff, Operations

MDEB Charter

(15 Mar 07)

- Under Secretary of State for Arms Control and International Security (DOS)

- Director, Operational Test, and Evaluation

- Vice Chief of Naval Operations

- Vice Chairman, Joint Chiefs of Staff

- Director, Missile Defense Agency (MDA)

- Senior Director for Defense Policy, Special Assistant to the President (NSC) (Advisor)

Approved for

Public Release

15-MDA-8139

(26 February 15)

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MDA Acquisition Management Basic Principles

1. Establish baselines with regular execution reviews to validate BMDS components’ (e.g., sensors and interceptors) contributions to the BMDS

2. Support evolutionary delivery of incremental capability to the Warfighter Implement needed capability through Warfighter Involvement Process (WIP) Balance capability needs and available resources

3. Distinct and disciplined acquisition phases for: Materiel solutions analysis (concept exploration) Technology development (concept development) Product development (design and demonstration) Initial production Production

4. Establish acquisition phase transition reviews to approve readiness to continue to the next acquisition phase

5. Validate incremental capability prior to large program investments with testing and other assessments prior to the start of product development (the key decision point for making a substantial investment in a new BMDS capability) and production

Reference: MDA Directive, Acquisition Management, 5013.01 (24 Aug 12) Approved for Public Release

15-MDA-8139 (26 February 15)

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Internal trades and “1-N” prioritization

Warfighter Involvement Process

Prioritized Capabilities List (PCL)

• Lead: USSTRATCOM

• Articulates Missile Defense capabilities needed by

the Combatant Commands

• Currently every 2 yrs but being modified to be

annual to provide key input to developing MDA

Program Objective Memorandum (POM) and BMDS

acquisition strategy

Achievable Capabilities List (ACL)

• Lead: MDA

• Assesses PCL achievability in a given time

with realistic technology and resource

availability

• Identifies and gaps

PCL

ACL

USSTRATCOM

USEUCOM

USNORTHCOM

USPACOM

USCENTCOM

USJFCOM

MDA MDA POM MFRL

Invited : USSOUTHCOM, USTRANSCOM, USSOCOM, USAFRICOM

Services (PCL for POM)

Missile Defense Executive Board

(MDEB)

Modification and Fielding Request List (MFRL)

• Lead: Joint Functional Component

Command - Integrated Missile Defense

• Articulates changes to fielded systems

requested by the Warfighter

BMDS System Eng and Architecture

USSTRATCOM Instruction 538-3, Missile Defense WIP:

“ … The WIP, under the purview of USSTRATCOM/J8, provides a vehicle for conducting integrated Missile Defense mission analysis and

advocacy. It parallels and leverages existing JCIDS analysis activities…”

Approved for Public Release 15-MDA-8139 (26 February 15)

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Joint Integration Capabilities

Development System (JCIDS)

Warfighter Involvement

Process (WIP)

MDA Acquisition Oversight Process Compared to DoD 5000.02

Technology

Development

Product

Development

Production and

Deployment

TDD PDD

Materiel

Solution

Analysis

Materiel

Development

Research

Operations

and Support

Materiel Solution Analysis to

Technology Development

• Define an operational concept

• Identify competitive alternative

materiel solutions

• Establish current critical

technology maturity

• Adequate funding for

technology development

Technology Development to Product

Development

• Define requirement

• Market research for competitive

concepts

• Ensure funding for product

development

• Knowledge points to measure tech

maturation

• Ensure interoperability

Product Development to Initial

Production

• Verified requirement

• Design is stable

• Test results support confidence

user needs will be met

• Projected quantities are affordable

• Manufacturing processes are

stable (engineering manufacturing

readiness level)

• Plans for operations are in place

SAE and

MDA AE

Process Reviews

Materiel

Solution

Analysis

Technology

Maturation and

Risk Reduction

Engineering and

Manufacturing

Development

B A

PD

ICD

CPD Only on transfer

to Lead Service

JROC

DAB

JROC

DAB

USD(AT&L)

Acq Executive MDA Director

Acq Executive

MDD

Full-Rate Production USD(AT&L)

Acq Executive

AE: Acquisition Executive

CDD: Capability Development Document

CPD: Capability Production Document

DAB: Defense Acquisition Board

ICD: Initial Capabilities Document

JROC: Joint Requirements Oversight Council

MDD: Materiel Development Decision

PD: Production Decision

PDD: Product Development Decision

SAE: Service Acquisition Executive

TDD: Technology Development Decision

CDD

C JROC

DAB

JROC

DAB

CPD

Fielding and

Support

Initial

Production

Production

PD


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Managing The BMDS By Baselines

BMDS component

programs’ baselines

Technical

Operationa

l

Schedule

Resource

Contracts

Test

Technical

Operationa

l

Schedule

Resource

Contracts

Test

Technical

Operationa

l

Schedule

Resource

Contracts

Test

Resource

Operational

Capacity

Technical

Contracts

Test

Schedule

Resource

Operational

Capacity

Technical

Contracts

Test

Schedule

BMDS EPAA

Technical

Operational

Capacity

Schedule

Resource

Contracts

Test

Phase I – Mar 2011

Technical

Operational

Capacity

Schedule

Resource

Contracts

Test

Phase II – Dec 2015

Resource

Operational

Capacity

Technical

Contracts

Test

Schedule

Phase III – Dec 2018

BMDS • Programs and baselines established at phase reviews

• Analogous to Defense Acquisition Board (DAB) milestone reviews

• Technology or Developmental Baseline Memorandum

• Analogous to Acquisition Decision Memorandums

• Frequently co-signed by Service Acquisition Executive

• Reasons for Phase Reviews:

1. Establish program or next increment in acquisition phase

2. Transition program or increment to next acquisition phase

3. Review program for significant changes/variances and/or program viability

• Baseline status reviewed tri-annually at Director’s Program Reviews

• Director chairs as BMDS Program Manager • Internal MDA review -- not decision forums • Baseline Execution Review (BERs):

Baselines and Info Quad chart sent to USD(AT&L) and external stakeholders (e.g., GAO) on request


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Summary

• MDA’s unique acquisition authorities and characteristics

- Non-DoD standard approach to acquisition and requirements generation

- Expanded responsibilities and flexible acquisition processes

Manage BMDS portfolio tailored from and consistent with the principles of DoD 5000.02

- Exempt from JCIDS requirements generation process

- BMDS is a single major defense acquisition program (MDAP)

BMDS considered pre-Milestone B

Design/develop/test the BMDS as a single integrated program

BMDS component programs/elements are NOT acquisition category (ACAT) programs

- Director fulfills multiple acquisition roles

• Substantial acquisition policy and process revisions and enhancements

- Drove significant changes in MDA culture

• Changes have benefitted Warfighter capability (fielding and deployment)

- External stakeholders – evidence of MDA rigor in acquisition management

- Internal MDA – standardized, value-added processes drive increasing quality

• Continuous training and continuous improvement

Rapidly develop, procure, and field incremental capability improvements to

provide accelerated capability against dynamic threat


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Backup Slides

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Acronyms (1/2)

A&L Acquisition and Logistics AB Aegis Program Executive MDA organization designation ACAT Acquisition Category ACL Achievable Capabilities List ACMC Assistant Commandant of the Marine Corps ADM Acquisition Decision Memorandum AE Acquisition Executive AFOTEC Air Force Operational Test and Evaluation Center APB Acquisition Program Baseline ARA OUSD(AT&L) Acquisition Resources and Analysis ASA(ALT) Assistant Secretary of the Army for Acquisition, Logistics, and Technology ASB Acquisition Strategy Board ASN(RDA) Assistant Secretary of the Navy for Research, Development & Acquisition ASP Acquisition Strategy Panel AUSD Assistant Under Secretary for Defense AWS Aegis Weapon System BAR BMDS Accountability Report BER Baseline Execution Review BMDS Ballistic Missile Defense System BoD Board of Directors C2BMC Command, Control, Battle Management, and Communications C4 Command, Control, Communications, Computers C4ISR Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance CAPE Cost Assessment and Program Evaluation CDD Capability Development Document CDR Critical Design Review CDR Commander CENTCOM U.S. Central Command CJCSI Chairman Joint Chief of Staff Instruction CPD Capability Production Document CR C24ISR Program Executive MDA organization designation DA Director for Acquisition MDA organization designation DAB Defense Acquisition Board DAES Defense Acquisition Executive Summary DASD Deputy Assistant Secretary of Defense DAU Defense Acquisition University

DBR Development Baseline Review DDM Developmental Decision Memorandum DDW Warfighter strategic support MDA organization designation DE Director for Engineering MDA organization designation DepSecDef Deputy Secretary of Defense DFAR Defense Federal Acquisition Regulation DI Director for International Affairs MDA organization designation DoDD Department of Defense Directive DoDI Department of Defense Instruction DoS Department of State DOT&E Director, Operational Test and Evaluation DP Programs and Integration Program Executive MDA organization designation DPR Director’s Program Review DSWS David’s Sling Weapon System DT Director for Test MDA organization designation DTRMC Director, Test Resource Management Center DUSD(AT&L) Deputy Under Secretary of Defense for Acquisition, Technology & Logistics DV Advanced Technology program executive MDA organization designation EMB Executive Management Board EPAA European Phased Adaptive Approach EUCOM U.S. European Command FAR Federal Acquisition Regulation FBM Forward-based Mode (AN/TPY-2 radar) FM Functional Manager FY fiscal year GBI Ground-Based Interceptor GC General Counsel GD Global Deployment MDA organization designation GM Ground-based Midcourse Defense (GMD) MDA organization designation GMD Ground-based Midcourse Defense HCA Head of Contracting Activity HPA Head of Procurement Activity HR Human Resources ICD Initial Capabilities Document ICMB Inter Continental Ballistic Missile IP Israeli programs MDA organization designation IRBM Intermediate Range Ballistic Missile ISG Integration Synchronization Group ISR Intelligence, Surveillance and Reconnaissance J&A Justification and Approval


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Acronyms (2/2)

J8 Joint Staff Force Structure, Resources, and Assessment Directorate JCIDS Joint Capabilities Integration and Development System JFCC-IMD Functional Component Command for Integrated Missile Defense JFCOM U.S. Joint Forces Command JIAMDO Joint Integrated Air and Missile Defense Organization JROC Joint Requirements Oversight Council JUON Joint Urgent Operational Need KP knowledge point LCMP Life Cycle Management Plan LRDR Long Range Discrimination Radar LRIP Low Rate Initial Production M&S modeling and simulation MDA Missile Defense Agency MDAP Major Defense Acquisition Program MDEB Missile Defense Executive Board MFRL Modification and Fielding Request List MIPR Military Interdepartmental Purchase Request MRBM Medium Range Ballistic Missile MSA Materiel Solutions Analysis NDAA National Defense Authorization Act NMCC National Military Command Center NORTHCOM U.S. Northern Command NSC National Security Council OFSC Operational Forces Standing Committee OGC DoD Office of General Counsel OIPT Overarching Integrated Product team OMB Office of Management and Budget OPTEVFOR Operational Test and Evaluation Force OSBP Office of Small Business programs MDA organization designation OUSD(AT&L) Office of the Under Secretary of Defense for Acquisition, Technology and Logistics OUSD(AT&L)/PSA

Office of the Under Secretary of Defense for Acquisition, Technology and Logistics, Portfolio Systems Acquisition

OUSD(P) Office of the Under Secretary of Defense for Policy PABD Program and Budget Development Standing Committee PACOM U.S. Pacific Command PCB Program Change Board PCL Prioritized Capabilities List PD Production Decision PDD Product Development Decision PDR Preliminary Design Review

PDUSD(P) Principal Deputy Under Secretary of Defense for Policy PE Program Executive PER Program Execution Review PL Public Law PM&I Program Management & Integration

POM Program Objective Memorandum PPBE Planning, Programming, Budgeting, and Execution RFP Request for Proposal RKV Re-designed Kill Vehicle SAE Service Acquisition Executive SAF(AQ) Assistant Secretary of the Air Force (Acquisition) SBX Sea-Based X-band radar SM Standard Missile SPE Senior Procurement Executive

SRBM Short Range Ballistic Missile STRATCOM U.S. Strategic Command TBR Technology Baseline Review TDD Technology Development Decision TDM Technology Decision Memorandum TEAMS Technical, Engineering, Advisory, and Management Support THAAD Terminal High Altitude Area Defense UEWR Upgraded Early Warning Radars USATEC U.S. Army Test and Evaluation Command

USC United States Code USD( C ) Under Secretary of Defense (Comptroller) USD(AT&L) Under Secretary of Defense for Acquisition, Technology and Logistics VCJCS Vice Chairman of the Joint Chiefs of Staff VCNO Vice Chief of Naval Operations VCSA Vice Chief of Staff of the Army VCSAF Vice Chief of Staff of the Air Force WIP Warfighter Involvement Process


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MDA Director’s Responsibilities (details)

• Acquisition executive (AE)1

- Defined by Defense Acquisition University (DAU): “Single official within a DoD component [agency] that is responsible for all acquisition functions within that component”

- Milestone decision authority1

Approves entry of an acquisition program into the next phase of the acquisition process. Accountable for cost, schedule, and performance reporting to higher authority, including congress.

MDA Director is Milestone decision authority for BMDS capability prior to “Initial Production.”

USD(AT&L) is milestone decision authority for Production decisions: Initial Production, Production, “incremental” Production, Long Lead Procurement – typically decisions concerning procurement appropriation

- Examples: Authority to establish BMDS component programs, authority to transition BMDS component programs to next acquisition development phase

• Head of Agency1

- Defined by Federal Acquisition Regulation (FAR): “ … chief official of an executive agency, unless otherwise indicated, including any deputy or assistant chief official of an executive agency

Specific responsibilities in FAR/DFAR are numerous (~125 instances)

- Specifically delegated to Director, MDA

Delegated where applicable/permissible with “Delegations of Acquisition Authority” matrix2

- Examples: acquisition plans, acquisition strategies, source selections, etc. (unless further delegated)

• Head of contracting activity (HCA) 1

- Defined by FAR: “Official who has overall responsibility for managing the contracting activity”

- Sometimes called head of procurement activity (HPA) or senior procurement executive (SPE)

- SPE manages and directs the agency procurement system. Implements unique procurement policies, regulations, and standards

- Example: justification & approval (J&A) for other than full and open competition approval

• BMDS program manager

- Responsible for BMDS cost, schedule, technical performance and risk mitigation (as made up of multiple BMDS component programs or elements)

- Accountable to operational Warfighter for deployed system readiness

1 Delegated authority from DoDD

5134.09 “MDA Charter” 2 Update currently in work


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• Baseline configuration control managed by MDA Program Change Board (PCB) process

• Baselines reviewed at Director’s Program Reviews (DPRs) & Baseline Execution Reviews (BERs)

• BMDS component baselines make up BMDS Accountability Report (BAR)

Technical

Operational

Schedule

Resource

Contracts

Test

BMDS component programs’ baselines

Managing The BMDS By Baselines

Technical

Operational

Schedule

Resource

Contracts

Test

Technical

Operational

Schedule

Resource

Contracts

Test

Technical

Operational

Schedule

Resource

Contracts

Test

Resource

Operational

Capacity

Technical

Contracts

Test

Schedule

Technical: Engineering management tool to control the technical aspects of BMDS product development. Each product baseline is a list of capability needs derived from the Warfighters’ Prioritized Capabilities List (PCL), enduring capabilities, current and future capabilities, and knowledge points. Together these elements form a product functionality trace. They define the way points the program must achieve to proceed successfully through development.

Test: Schedule of major flight and ground tests, key modeling and simulation events, and the primary goals of those test and events.

Schedule: Timeline for key product development milestones and tasks, such as key decision points and product deliveries

Contracts: Timeline for a set of MDA contracts designed to deliver integrate BMDS capabilities. Timeline highlights the steps in contracting from request for proposals through proposal receipt, negotiations complete, contract award, and contract execution

Resource: Expected investment in delivery of a BMD product. Resource baselines are represented as program acquisition unit cost (PAUC), average procurement unit cost (APUC), program acquisition cost (PAC) and/or average unit cost (AUC).

Operational Capacity: Engineering management database containing the MDA-approved operational configuration of BMDS hardware and software versions fielded for Warfighter use. Presents Information on the fielding plans, capabilities and limitations, and support for operational capability deliveries.

BMDS EPAA

Technical

Operational

Capacity

Schedule

Resource

Contracts

Test

Phase I – Mar 2011

Technical

Operational

Capacity

Schedule

Resource

Contracts

Test

Phase II – Dec 2015

Resource

Operational

Capacity

Technical

Contracts

Test

Schedule

Phase III – Dec 2018


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Materiel Solution Analysis → Technology Development

• Define an operational concept

• Identify competitive alternative materiel solutions

• Establish current critical technology maturity

• Adequate funding for technology development

Technology Development → Product Development

• Define requirement

• Market research for competitive concepts

• Ensure funding for product development

• Knowledge points to measure technology maturation

• Ensure interoperability

Product Development → Initial Production

• Verified requirement

• Design is stable

• Test results support confidence that user needs will be met

• Projected quantities are affordable

• Manufacturing processes are stable (engineering

manufacturing readiness level (EMRL))

• Plans for operations are in place

Initial Production → Production

• Operational test results have demonstrated interoperability,

mission effectiveness and ops suitability

• No significant risks to production

• Planned production quantities are affordable and fully funded

• Demonstrated operational supportability

Top-level principles used as basis to develop program-specific exit criteria Exit criteria of the program must be linked to the top-level principles of the applicable phase for the program. Criteria is tailorable, but these principles should be the base of program-specific criteria. Each specific criteria must be associated with a functional manager (baseline owner)

Exit criteria validates the program is/will be ready to transition to the next acq phase Program Offices, Functionals, or the Lead Service may suggest more criteria beyond what is in these principles “Off ramp” activity (i.e., S/W intensive or limited fielding) use appropriate principles – typically tailored “product development to initial production”

MDA Acquisition Phases

Top-level Principles

Reference: MDA Instruction, Acquisition Management,

5013.02-INS (24 Aug 13)


15-MDA-8139 (26 February 15)

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