2 andrew c. obermeyer, director of contracting tests, targets & countermeasures missile defense...
TRANSCRIPT
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Andrew C. Obermeyer, Director of Contracting
Tests, Targets & Countermeasures
Missile Defense Agency
Date August 5, 2008
Time 10:45 – 11:45
Contracting Challenges in the Missile Defense Agency
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The Challenge
So you think you want to be
the Director of Contracts for a large organization…….?
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Missile Defense Agency (MDA)
Who and What is MDA?
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A Little Background…
• What exactly is MDA? (Timeframe: November 2004) - A new “Other Defense Agency” under DoD AT&L - Previous heritage was SDIO and BMDO (circa 1984) - Numerous, quasi-independent systems – “Elements”
• Each element managed and “optimized” separately• Individual budgets and resources – Few constraints• Most contracting was done by Services (Army, Navy Air Force)• Very little centralized control of contracts or programs at MDA• No demonstrated missile defense capability to warfighter
- MDA was chartered in 2002 by Presidential Mandate• Goal: integrated “system of systems” w/C2BMC capability• Control and integrate all assets, then integrate with warfighters• MDA given leeway from DODD 5000 series, other flexibilities
- Approximately 65% of MDA Personnel are Contractors• SETA Support: Does not count personnel from R&D Contracts
• MDA “dares to be different” – for better or worse!!
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Sensors
Space Tracking And Surveillance System Sea-Based Radars
Forward-Based RadarWith Adjunct Sensor
Midcourse X-Band Radar
Defense Support Program
Command, Control, Battle Management &
Communications
Terminal High Altitude Area Defense
Patriot Advanced
Capability-3
Aegis Ballistic Missile
Defense / Standard Missile-3
Ground-Based Midcourse Defense
Airborne Laser
Terminal Defense Segment
Terminal Defense Segment
Boost Defense Segment
Boost Defense Segment Midcourse Defense SegmentMidcourse Defense Segment
Integrated Ballistic Missile Defense System
Multiple Kill Vehicle
USSTRATCOMUSSTRATCOM USPACOMUSPACOMUSNORTHCOMUSNORTHCOMNMCCNMCC EUCOMEUCOM CENTCOMCENTCOM
Kinetic Energy Booster
Early Warning Radar
Sea-Based Terminal
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An Integrated Approach To Ballistic Missile Defense
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2
3
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Surveillanceand Track
Surveillanceand Track
Launch DetectionLaunch
Detection
Location andInterceptor
Commit
Location andInterceptor
Commit
Refinement and Interceptor
Updates
Refinement and Interceptor
Updates
Interceptor AcquisitionInterceptor Acquisition
InterceptInterceptKill VehicleKill Vehicle
FireControl
Node (FDC)
FireControl
Node (FDC)
InterceptorLaunch
InterceptorLaunch
FylingdalesUEWR
FylingdalesUEWR
SpaceSensorsSpace
Sensors
Aegis RadarAegis Radar
Cobra Dane Radar
Cobra Dane Radar
FireControl
Node (MDE)
FireControl
Node (MDE)
MissileField
MissileField
BealeUEWRBeale
UEWRStandard Missile
Standard Missile
AN/TPY-2 Radar
AN/TPY-2 Radar
Sea-BasedRadar
Intercept
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Capability-Based Acquisition
Approved for Public Release07-MDA-2362 (27 MAR 07)
MDAFunding Profile
2 Year Cycle
DoD
Operations
Procurement
Testing
Development
R&D
Requirement and Threat Definition
TR
AD
ES
Rqmt Def.
JCIDS Service Prog. Mgt. Test Auth. Fielding Auth.
R&D Development Testing Procurement
IOCCapability
Capability Delivery
Funding
Strengths• Fully flexible funding• Combined development and operational testing• Integrated capability management
Risks• Transition to services
EarlyDelivery
EarlyDelivery
EarlyDelivery
War
figh
ter
Fee
db
ack
War
figh
ter
Fee
db
ack
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The Scene: November 2004 (1 of 2)• New MDA Director – Lt Gen “Trey” Obering
– Focused on Integrated Ballistic Missile Defense System (BMDS)
• Completely integrated mission capability for warfighter• “Limited Defensive Operations” established per president’s
mandate
– Desire to transition from loose confederation of R&D organizations into an integrated, interdependent systems acquisition organization
– “Capability Based” Acquisition and management– MDA Director is SAE, HCA and BMDS Program
Manager
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The Scene: November 2004 (2 of 2)• Most MDA contracting accomplished externally
– Service contract numbers, policies and procedures – not MDA– MDA desired more centralized control, decision making via:
• MDA contracting personnel awarding and administering……• MDA contracts (pursuant to contracting authority from MDA HCA)• Notwithstanding “quality of service” provided by services
• Director’s Mandate: establish an MDA “system contracting” organization with robust capability across the entire BMDS!
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The Scene Cont’d…
• MDA Contracting Locations– National Capital Region (NCR) – MDA
– Aegis BMD (NCR) - Navy
– Huntsville (HSV) - Army
– Colorado Springs (COS) - MDA
– Albuquerque (ABQ) – Air Force
– Los Angeles (LOS) – Air Force
• Lots of Dispersion, No Control
• Goal: Develop an Organic MDA Workforce
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Fast Forward – Spring 2005
• New, evolving agency – “herding cats”
• BRAC move to Huntsville by 2010
• Transition from R&D to system acquisition
• Transition to organic capability to do MDA contracting and program management
• Focus on the future vice precedence
• Reengineering of policies and processes
• Everything was changing - and still is!!
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Wanna Be A Contracts Director?• Your mission, should you choose to accept it, is to recruit,
retain, and develop a highly competent system contracting organization to support transition of advanced technology into an operational mission
• Your constraints:– You must provide immediate, high-quality support– The mission and workload are rapidly expanding– You’re already severely undermanned– You must “take back” programs from services– MDA is BRAC’d to Huntsville by NLT 2011– Govt 1102 availability is scarce in NCR, elsewhere– The HR hiring system is seriously deficient– MDA is suffering significant budget cuts– OSD opposes using contractor support vice 1102
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Perspective: Nov 2004 (1 of 2)
• MDA senior leadership criticism– Contracting directorate was too “top heavy”
• Too many chiefs, not enough Indians• Result of specific direction of previous MDA Director
– Contracting directorate was overmanned• Number of slots were cut based on this assumption
– Frustration over external support by services; inability to account for specific quantity of support acquired
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Perspective: Nov 2004 (2 of 2)
• Actions taken by Contracting Directorate (DAC)– Reduced number of directors, gave more responsibility– Maintained workload level; previous cuts were restored
after recognition that Contracting was actually undermanned
– Prepared plan for MDA Director to stand up completely “organic” MDA contracting directorate by 2010 – approved!
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The Challenge: Creating an Organization in Huntsville (1 of 2)
• Spring 2006– Accelerated BRAC transition already evident– Largest MDA program – Ground Based Midcourse
Defense (GMD) had major disconnect/problem• Program Office in Huntsville, Contracting Office in NCR• GMD Program Director expressed desire for collocation
– Mandated significant acceleration of planned schedule
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The Challenge: Creating an Organization in Huntsville (2 of 2)
– Other MDA programs needed HSV presence• THAAD – already in HSV, but not MDA contracting• Targets - same as above• NCR programs – some moving to HSV ahead of schedule• Numerous programs in HSV administered by SMDC for MDA
• The Goal: Create major presence in HSV ASAP!!
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Desired Attributes - Huntsville • Diverse backgrounds and experience – “jointness”
– Recruit personnel from around the country
• “Best and Brightest” capability • Strong work ethic and dedication• Ability to perform well under continuous pressure• Adaptability, flexibility and creativity – “risk taking”
– “Find a way to get the mission accomplished”
• Teamwork: with program office, contracting office• Willingness and ability to accept ambiguity
• Bottom Line: “Delight the Customer!”
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Standing up the New Organization: Management Concerns
• Who to recruit?– Majority of NCR personnel unwilling to relocate to HSV
– Majority of available 1102s are in Huntsville
– Desire to avoid “raiding” existing agencies in Huntsville• But most SMDC personnel already doing work for MDA
• Market for 1102s increasingly scarce – even in Huntsville
– Avoid “Huntsville-centric” way of thinking• Desire of agency to do things differently
• Want to avoid established paradigms and “groupthink”
• Where to put them?– Acceptable office space critically short – “quality of life”
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Standup Concerns Cont’d• Timing
– If you need people now based on workload, do you hire “best currently available” instead of taking longer to hire “best ultimately available” – may be a big difference!
• Contractor Support Services (CSS)– An established part of the MDA workforce in the NCR
• Perform Contract Specialist duties
• Critical to mission accomplishment in NCR
• Can be recruited more easily and faster than normal govt process
– Not generally used in most agencies – but increasing
– Augment with CSS if can’t hire desired quality/quantity?
• Critical Issue: What is the right balance?
• Tradeoff: How much “hurt” can we accept if delay?
• Decision: Hire best available, let market sort out
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The Current Environment (1 of 2)
• NCR programs are moving faster than anticipated• NCR personnel are leaving MDA faster than
anticipated– Difficult to hire replacement personnel in the NCR –
BRAC impact
• Overall MDA workload is increasing – everywhere!
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The Current Environment (2 of 2)• Creates need for accelerated recruitment for HSV
– But are there enough qualified people? By what standard?
– 1102s are in short supply everywhere – especially 1102s with systems acquisition backgrounds
– What is impact to losing agencies? How much control do we have?
• MDA “reengineering” – different structure, processes– Agency will do most of its contracting in Huntsville by
Summer 2008
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BLENDED WORKFORCE PROFILE
0
500
1000
1500
2000
2500
3000
3500
4000
4500
$M
0
10
20
30
40
50
60
70
Sta
ffin
g
Dollars 22 136 255 354 638 702 894 653 344 252 300 383 557 955 1370 1548 2500 2774 3400 3841 883
Actions 21 211 278 397 544 585 642 644 592 523 550 517 840 622 659 634 957 1191 1250 1500 407
SETA 0 0 26 26 26 26 26 52 49 48 42 32 31 27 27 26 27 39 38 38 50
GOV 11 11 12 13 14 14 13 13 13 20 24 39 41 43 39 39 47 56 65 62 60
FY 86
FY 87
FY 88
FY 89
FY 90
FY 91
FY 92
FY 93
FY 94
FY 95
FY 96
FY 97
FY 98
FY 99
FY 00
FY 01
FY 02
FY 03
FY 04
FY 05
FY 06
(1Qtr
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MDA Contracting Personnel Growth
YEAR NCR HSVOTHER
(CA,CO,NM) TOTAL
CIV CTR CIV CTR CIV CTR
Feb 05 69 39 0 0 14 0 122
Feb 06 56 51 7 0 15 0 129
Feb 07 48 58 47 4 16 0 173
Feb 08 52 61 86 20 18 4 241
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Huntsville Projections– Fall 2005: 0
– Fall 2006: 10
– Fall 2007: 100
– Fall 2008 130
– Fall 2009 150
– Fall 2010 200
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Organic Contracting Capability• NCR (Aegis) – Conversion to MDA by end of 2007• LOS (STSS) – Conversion to MDA by end of 2007• ABQ (ABL) – Conversion to MDA by end of 2009• COS (MDIOC) – No conversion necessary• HSV (SMDC) – Conversion NLT 2010
• Goal is consistency and transparency across MDA– Common policies
– Common processes
– Common culture
• Contracting is leading the way in MDA
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Current Status - Huntsville• Contracting directorates stood up to support:
– GMD– THAAD– European Site– Kinetic Energy Interceptor– Multiple Kill Vehicle– Targets and Countermeasures– Advanced Research Center– Simulation Center– International Support
• More programs are on the way!
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Current Environment for MDA• Congressional mandate: restore quantity and quality of
acquisition workforce – MAJOR DPAP Objective• Congress/OSD concern over inherently governmental
functions – are we operating as we’re supposed to?• 2007 DPAP PMR Audit of MDA Contracting
– Criticized heavy use of contractor support personnel and the way in which they are used (at MDA, KR support perform all functions (including negotiations) except PCO decisions and signature)
– Perceived abuse of authority, potential COI• Subsequent DPAP Direction to MDA to create plan to
eliminate use of contractor support personnel• Okay, Director: What would you do??
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What Else Lies Ahead?• Building a replacement workforce
– Focus on a robust intern program• Nationwide recruiting• Intense training program with rotational assignments
– Increased national recruiting at journeyman level• Good people want to come to Huntsville – we need to
find them
• Major emphasis on internal training– Cross-pollination based on diverse backgrounds– Challenge workforce to improve their capabilities
• Ultimate goal: a “world class” workforce
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Getting Off the Stage…
QUESTIONS?