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ppiguide2003final.pdf2.8DoD Guide to Collection and use of Past Performance Information (May 2003)
  
Handbooks, Guides & Reports
This guide is designed to articulate the key techniques and practices for the use and collection of past performance information. It provides guidance to encourage the use of innovative techniques in acquiring best-value goods and services. Its purpose is to serve as a practical reference tool regarding the Department of Defense (DoD) past performance policy.
This guide is designed for use by the entire acquisition workforce in both Government and industry. It explains best practices for the use of past performance information during the periods of source selection, ongoing performance, and collection of information.
Readers are advised that since the last version of this guide was issued in May 2001, the Past Performance Automated Information System (PPAIS) has evolved into a federal-wide database called the Past Performance Information Retrieval System (PPIRS). PPIRS can be found at http://www.PPIRS.gov.
dmsmsmgmtplanmetrics041205.pdf2.8Diminishing Manufacturing Sources and Material Shortages Management Plan Guidance (April 2005)
  
Handbooks, Guides & Reports
dmsmsmgmtplanguidanceapr05.pdf2.8Diminishing Manufacturing Sources and Material Shortages (DMSMS) Management Plan Guidance
  
Handbooks, Guides & Reports
Provides guidance on Diminishing Manufacturing Sources and Material Shortages
dmsmsmetricsr2final.xls2.8Diminishing Manufacturing Sources and Material Shortages (DMSMS) - Metrics
  
Handbooks, Guides & Reports
dmsmsmanual.pdf2.8DMSMS Guidance for Developing Contractual Requirements (MANUAL dated April 2006)
  
Handbooks, Guides & Reports
ctrrestofus.pdf2.8Contracting for the Rest of Us
  
Handbooks, Guides & Reports
This guide is intended to provide non-contracting personnel with a better understanding of the policies, procedures
and functions of the contracting process. This awareness will allow them to participate more effectively during the contract process. The synergistic benefits from knowledgeable cooperation between members of the acquisition team will contribute to the successful acquisition of weapon systems.
Comments and lessons learned can be sent to the technical point of contact at (951) 273-5275.
The contracting point of contact can be reached at 703-614-9640.
clappa.pdf2.8Detailed Survey Results by Change Element
  
Handbooks, Guides & Reports
Appendix to a report giving descriptions and outcomes for each change element.
crusaderplan.doc2.8Crusader Simulation Support Plan (November 1998)
  
Handbooks, Guides & Reports
The purpose of the Simulation Support Plan (SSP) is to outline the major Modeling and Simulation (M&S) activities that are supporting or will support the development, acquisition, and fielding of the Crusader advanced field artillery system. These activities include development and use of M&S that will affect decisions in the acquisition process.
The acquisition strategy for the Crusader system allows the prime contractor, United Defense, Limited Partnership (UDLP) to choose actual M&S implementations for the system development. This plan identifies the UDLP approach, and identifies a process by which the Office of the Program Manager (OPM) and other government agencies are able to influence, subject to contractual constraints, the planning and utilization of Crusader M&S capabilities. It also identifies a process by which the contractor personnel can interact with the government to obtain and utilize existing M&S tools in lieu of developing their own from scratch.
The plan identifies M&S that the government will perform independent of the contractor, but emphasizes ways in which the government can capitalize on contractor efforts to maximize the utility of its activities. The plan places emphasis on activities leading to the milestone II (MSII) decision to enter the Engineering and Manufacturing Development (EMD) phase, and describes continuation of the M&S approach throughout the program’s acquisition cycle.
The SSP is considered by OPM Crusader to be a living management tool that both articulates the overall M&S strategy and serves to foster interaction between the contractor, OPM, and other government agencies via a System Simulation Coordination Group (SSCG). The SSCG handles issues related to actual tool utilization, and verification, validation, and accreditation (VV&A).
As the program progresses, the SSCG will serve as a filter to ensure that external developing capabilities are appropriately considered for implementation to support the Crusader program.
ciacllcov.pdf2.8Commercial Item Acquisition: Considerations and Lessons Learned--Cover Letter
  
Handbooks, Guides & Reports
ciacll.doc2.8Commercial Item Acquisition: Considerations and Lessons Learned
  
Handbooks, Guides & Reports
This document provides guidance on the use of commercial items for program managers as well as for integrated product teams and contractors that support the program manager. It provides an overview of the fundamental challenges that organizations face when they integrate commercial items to form a system. It then addresses the issues involved in buying from the commercial marketplace, summarizes lessons learned from programs that have made extensive use of commercial items, and offers suggestions
ciacll.pdf2.8Commercial Item Acquisition: Considerations and Lessons Learned
  
Handbooks, Guides & Reports
This 26 page document provides guidance on the use of commercial items for program managers as well as for integrated product teams and contractors that support the program manager. It provides an overview of the fundamental challenges that organizations face when they integrate commercial items to form a system. It then addresses the issues involved in buying from the commercial marketplace, summarizes lessons learned from programs that have made extensive use of commercial items, and offers suggestions
arsenalll.doc2.8DARPA - Arsenal Ship Lessons Learned (December 1997)
  
Handbooks, Guides & Reports
This report captures many of the lessons learned in executing the first two phases of the Arsenal Ship program, a period of about 22 months. It focuses on acquisition process-oriented lessons, rather than individual consortia technology initiatives which are proprietary in nature. This report was written by the Arsenal Ship Joint Program Office (biographies at Tab M), and the views expressed do not necessarily reflect DARPA or Navy concurrence.
approachsba.doc2.8Department of the Navy (DoN) Corporate Approach to Simulation Based Acquisition (SBA)
  
Handbooks, Guides & Reports
This paper describes the Department of the Navy’s approach to realizing advanced acquisition environments, such as have been described under the term Simulation Based Acquisition (SBA). A current assessment of SBA is presented. In accordance with its responsibility as DoN lead for SBA, the Navy Acquisition Reform Office (ARO) is developing a campaign plan to realize the goals of SBA and related initiatives. Current Navy SBA-related efforts are reviewed. A plethora of other activities related to SBA are identified, all of which seek to achieve advanced information sharing and product development environments under different names. These exist across both government and industry. In the aggregate, these activities cause confusion across the acquisition landscape, frustrating program managers but also offering the opportunity for synergy and the accelerated realization of SBA. A methodology is proposed for considering these various activities and achieving these benefits cooperatively. This involves focusing on the underlying strategies and the associated enablers for each, then cooperatively crafting a composite plan of action. The rationale for concerted DoD action is presented. The Navy’s management strategy, for accomplishing the tasks at hand and achieving the broad cultural changes envisioned, is described. Some solution elements are identified, including the need for DoN involvement with commercial standards bodies.