Presented to the Society of Logistics Engineers SOLE

1
Presented to the Society of Logistics Engineers
(SOLE) 18 October 2007 by Daniel K. Christensen,
CCMP, CMIIP NAVAIR Configuration
Manager Configuration Management Policy and
Process Division AIR-1.1.3
2
You want the truth about CM? YOU CANT HANDLE
THE TRUTH ABOUT CM! Son, we live in a world
that has baselines, and those baselines have to
be guarded by Configuration Managers. Whose gonna
do it? You? I have a greater responsibility than
you could possibly fathom. You weep about
constraints and documentation, and you curse my
existence. You have that luxury. You have the
luxury of not knowing what I know. My existence,
while grotesque and incomprehensible to you,
saves lives, time and money. You don't want the
truth because deep down in places you don't talk
about at meetings, you WANT me guarding those
baselines, you NEED me guarding those baselines.
We use words like F3I, Class I, Deviations, FCA
and PCAs. We use these words as the backbone of
a life spent defending Configuration Control. You
use them as a PUNCHLINE. I have neither the time
nor the inclination to explain myself to a man
who rises and sleeps under the blanket of the
very protection that I provide, and then
questions the manner in which I provide it. I
would rather you just said thank you, and went on
your way, Otherwise, I suggest you pick up an
ECP, and attend a CCB. Either way, I don't give a
damn what you think you are entitled to.
3
Why Cm Is So Important ?

• Ensures a structured approach to the management
  of change in a products requirements and
  specifications, its design, its documentation
  of those changes and dissemination of that
  documentation to all parties involved in the
  design, manufacturing, product and operational
  support phases of a system.
• The increasing life-spans of major weapons
  systems platforms mandate detailed knowledge and
  control of fielded configurations and supporting
  technical data.
• CM allows optimum design and development
  latitude to improve war fighting capabilities
  while reducing Total Owner Ship (TOC) costs.
• From a DOD perspective CM has life and death
  ramifications.

4
History of Configuration Management Standard
EIA 836 CM data Exchange std
1992
No NAVAIR programs using XML ECPs yet. Still 1692
forms. Some prime contractors are Copywriting
ECPs.
Balloted now GEIA
Other Specifications Related to CM
MIL-T-31000A - S/S by MIL-DTL-31000 (ACTIVE)
MIL-STD-490A - S/S BY MIL-STD-961 (ACTIVE)
Although Cancelled 20 September 2000 1692 forms
still used for ECPs
5
Like Acquisition, Configuration Management is
Multi-Generational
?
2009 ?
2001-2009
1989-1993
1963-1969
1969-1974
1974-1977
1977-1981
1993-2001
1981-1989
MIL-HDBK-61A
Electronic Information Technology
Association (EIA) 649 handbook
Air Force launches AFSCM 375-1
1962 -1964
2005
1997
92nd - 109th 34 sessions of Congress
Clark Mullen
COMMANDER OF NAVAIR
Walker McClellan Lee
Lee Peterson
Seymour Busey Wilkinson
Bowes Lockhard Dyer
Dyer Massenburg
Peterson Seymour
Gentz Bowes
Walker

• E-6B
• V-22
• F/A-18E/F
• C-40
• OV-10
• F-14

• AV-8B
• H-60
• F-14B

• E-6A
• T-45
• F-14D
• S-3B

• P-3
• OV-10
• T-38/F-5
• TH-57
• C-130
• (1956)

• F-14
• AV-8A
• S-3
• E-2C
• H-2
• EA-6B

• F-18
• H-46
• T-45

• P-3
• C-2
• C-9
• H-1
• T-2

• H-53

• JSF
• MMA
• EA-18G

6
Systems AcquisitionPrograms Managed
JOINT STRIKE FIGHTER
PEO(A) AIR ASW, ASSAULT, SPECIAL MISSION
PEO(T) TACTICAL AIRCRAFT
NAVAIR AIR-1.0 COMMON SUPPORT
PEO(W) STRIKE WEAPONS UNMANNED AVIATION

• ACAT II
• KC-130J
• AMCD (F-18 AND AV-8B)
• ADVANCED ARRESTING GEAR
• CONSOLIDATED AUTOMATED SUPPORT SYSTEM
• ACAT III
• JT PROTECTIVE AIRCREW ENSEMBLE
• COMMON EJECTION SEAT (NACES)
• JT HELMET MOUNTED CUEING SYS
• COMBO RADIO (AN / ARC-210)
• TACTICAL A/C MOVING MAP CAPABILITY
• EMBEDDED GPS INERTIAL NAV SYS
• COMBAT SURVIVOR EVADER LOCATOR (CSEL)
• NAVY AIR NAVIGATION WARFARE (NAVWAR)

• ACAT I
• JOINT STRIKE FIGHTER

• ACAT I
• T-45 GOSHAWK TRAINING SYSTEM
• JOINT PRIMARY A/C TRAINING SYSTEM (T-6A TEXAN II)
  
• MV-22, CV-22
• USMC H-1 UPGRADES (AH-1Z, UH-1Y)
• P-8A MULTI-MISSION MARITIME AIRCRAFT (MMA)
• MH-60R
• MH-60S
• CH-53K
• AERIAL COMMON SENSOR
• VH-71A EXECUTIVE TRANSPORT HELO
• ACAT II
• AV-8B OPEN SYSTEMS CORE AVIONICS REQUIREMENTS
• E-6B MERCURY BLOCK 1 MOD
• ACAT III

• ACAT I
• JOINT PRECISION APPROACH LANDING SYSTEM
  (PRE-MDAP)
• NAS MOD (DAAS / DASR)
• E-2C ADVANCED HAWKEYE (AHE)
• E-2C REPRODUCTION (REPROD)
• EA-18G AIRBORNE ELECTRONIC ATTACK
• F/A-18E/F SUPER HORNET
• F/A-18 APG-79 ACTIVE ELECTRONICALLY SCANNED ARRAY
  (AESA) RADAR
• ACAT II
• MARK XIIA MODE 5
• E-2C MISSION COMPUTER UPGRADE (MCU)
• EA-6B ICAP-III
• ALR-67(V)3 ADVANCED SPECIAL RECEIVER (ASR)
• F/A-18 ADVANCED TACTICAL FLIR (ATFLIR)
• INTEGRATED DEFENSIVE ELECTRONIC COUNTERMEASURES
  (IDECM)

• ACAT I
• JOINT DIRECT ATTACK MUNITION
• JOINT STANDOFF WEAPON UNITARY
• JOINT STANDOFF WEAPON DISPENSER
• ADVANCED ANTI-RAD. GUIDED MISSILE
• TOMAHAWK BLK IV CRUISE MISSILE
• AIM-9X SIDEWINDER
• AIM-120 AMRAAM
• BROAD AREA MARITIME SURVEILLANCE (PRE-MDAP)
• SMALL DIAMETER BOMB II (PRE-MDAP)
• UNMANNED COMBAT AIR SYSTEM (PRE-MDAP)
• ACAT II
• SLAM EXPANDED RESPONSE
• TACTICAL CONTROL SYSTEM
• VERTICAL TAKEOFF LANDING UAV
• THEATER MISSION PLANNING CENTER
• ADVANCED PRECISION KILL WEAPON SYSTEM

UPDATED 22 JUNE 2006 DATA SOURCE PEO(T), JANIE
HUNTER, 301-757-7159 PEO(A), CAROL LIVANIS,
301-757-5393 PEO(W), KEITH RIZKOWSKI,
301-757-6306 AIR-1.0, TOM DEWLAND, 301-757-9029
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Sustainment Programs

• ACATS require milestone approval, CM is part of
  this approval
• 70 ACAT I - IV programs
• 162 Sustainment Programs (Traditional CM)
• 30 ACAT I IV
• 70 Sustainment Programs

8
IOC
FOC
A
B
C
PRE-SYSTEM ACQUISITION
SYSTEM ACQUISITION
SUSTAINMENT
-
ACTIVITY
Concept Technology Development
System Development Demonstration
Production Deployment
Operation Support
PHASE
CONCEPT DECISION
DESIGN READINESS REVIEW
FRP DECISION REVIEW
REVIEWS
FULL
-
RATE
LOW
-
RATE
CONCEPT
TECHNOLOGY
SYSTEM
SYSTEM
INITIAL PROD.
PRODUCTION
INTEGRATION
DEMONSTRATION
REFINEMENT
DEVELOPMENT
SUSTAINMENT
DISPOSAL
WORK
(LRIP)
DEPLOYMENT
EFFORT
Capability Development Document (CDD
Initial Capabilities Document (ICD)
Capability Production Document (CPD)
DEVELOP, ANALYZE DOCUMENT CM REQUIRE-MENTS
PROCESS
DEVELOP,
MAINTAIN
MAINTAIN
PLAN FOR
IMPLEMENT
ANALYZE
PLAN FOR
IMPLEMENT
PHASE
ARCHIVE
ARCHIVE
CM
CM
DOCUMENT
CM
CM
CM
CM
CM
REQUIRE
-

Configuration

Conduct

Govt
and
MENTS
Control
Critical Design
Maintain Product Baseline
PROCESSES

Contractor
-
ECP...
Review

• Configuration
• Management Planning

Note
compare

Receive Status
CM Plans
Accounting

Refine CM

• Configuration
• Control

• Configuration
• Identification

• Configuration
• Control

requirements

Participate in
for Life
developing
-
ECP RFP
-
Conduct
-
Establish CCB
Cycle
Acquisition
-
Review

• Manage Status Accounting

Preliminary
-
ECP RFP

Develop
Strategy
-
Evaluate
Design
-
Review
Govt CM
-
Approve
Review
-
Evaluate
Plan

Define CM
-
Implement
-
Consider
-
Approve

Incorporate
Requirements
-
Confirm
Acquisition
-
Implement
CM Req. in
for Life Cycle
Plan
-
Confirm
SOW


ECP Rev APPP

Provide

Functional Configuration Audit
Physical Configuration Audit
Infrastructure
for Status
Accounting

• Manage Status Accounting

Update CM Plan as required
Update CM Plan

• Training

BUSINESS

• Management Information Systems (TDSA, KITMIS,
  ePower)

OPERATIONS
Kit Management
Note Items in Bold must be done by NAVAIR
regardless of Acquisitions Strategy
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Variations in CM by Life Cycle Phase

• Responsibility of CM usually changes when a
  product moves through its life cycle phases. CM
  practices are also likely to differ in each
  phase.
• In any case, change is a constant. A review of
  how changes are processed in each phase may
  reveal the potential for standardization.
• For CM to work, documents must lead and physical
  items must conform which is a perquisite for CM
  process standardization.
• This represents a major paradigm shift when the
  standard practice is to change physical items
  first and except documents to catch up later

10
Closed-Loop Communication Process

• Consistent conformance. Continuous improvement.
  These are the goals.
• Prerequisites include (1) Clear, Concise and
  Valid communication of requirements and (2) proof
  that the intended results were achieved.
• To manage a configuration effectively begins with
  managing the information about that configuration
  (including changes) effectively.

11
NAVAIRs ECP Process SIPOC
12
Current NAVAIR Structure
Organization for CM Support
NACMED TD Training OEMs, Field Activities, FST
AIR-00
PEO
Workshops
Workshops
APEO(ACQ)
APEO(L)
APEO(E)
PMA
Competencies 1.1 CM Policy 4.0
Engineering 6.8.3 Kit Mgmt 6.8.5 CML
Policy PMA205 Training Comptroller Policy
00-25-300, NAMP, ILA Reviews, TD Status, TDSA,
Help Desk, ECP/CCB Cert., TD Cert., TD Number
Assignment
IPT
IPT
IPT
Central Kitting Activity
Kits, Feedback
FLEET PRODUCTS AND SUPPORT
TDs, Feedback
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Configuration Control Board (CCB)

• An advisory/decision board composed of subject
  matter experts (SME) from the various
  competencies (e.g. engineering, logistics,
  acquisition, contracts, training, supply
  support, technical publications, etc.
• Recommends approval or disapproval of proposed
  engineering changes to, and proposed deviations
  from, a products current approved configuration
  baseline documentation.
• Chair PM, Deputy or AIR-1.1.3
• Voting Members - Systems Engineering (AIR-4.0),
  GFE (AIR-1.0), Logistics/Fleet Support (AIR-6.0,
  Training (PMA-205)
• Non-Voting Members - Program Support
  organizations (e.g. NAVICP, NATEC, NAWC etc.)

14

NAVAIRs Virtual Board
Centralized
Engineering A. Varma, 4.0
CCB Chair D. Christensen, 1.0
NAVICP
TYCOM
NATEC
NAVAIR e Power Electronic Workflow
Logistics D. Cowart, 6.0
Decentralized
Training S. Even, PMA 205
PMA Class Desk
DCCB Chair Program Manager
PMA IPTs
NAVICP/NATEC
TYCOM
PM Configuration Manager
NAVAIR e Power Electronic Workflow
Logistics D. Cowart, 6.0
PMA Training
PMA IPTs
15
Program Manager and CM

• Designates responsible Configu-ration Manager
• Prepares/maintains CM plans for assigned CIs
• Manages, provides team direction for staffing
  ECPs, RAMECs, RFDs, RFWs (or variances) from
  initiation until CCB submittal and disposition
• Implements CCB approved actions
• Maintains records of CCB change status
• Conducts configuration audits, verifications
• Establishes appropriate configuration baselines
• Maintains CSA

• Life-cycle management of cost, schedule,
  performance
• Configuration management of CIs throughout their
  life cycle
• Communicates program risk to team and leadership
• Responsible to PEO and manages through IPTs
• Strategic plans, long-range requirement
  forecasts, manpower needs
• Principle input for personnel performance
  objectives, evaluations for core team members.
• Implements life cycle CM programs for assigned
  CIs

PMA (DOD 5000 Series)
IPT
Acq
Log
Eng
PMA CMP, MIL-HDBK-61A, 00-25-300, ANSI/EIA-649,
EIA-836, All Tech Data
16
AIR-4.0 EngineeringCM Responsibilities

• Ensure the Technical Review process is applied
  appropriately to baseline configuration changes.
• Review and provide concurrence/non-concurrence
  for all engineering changes.
• Ensure the Technical Review process is applied
  appropriately to baseline configuration changes.
• Review and provide concurrence/non-concurrence
  for all engineering changes.
• Serve as a voting member of NAVAIR Centralized
  CCB and De-Centralized CCBs where applicable.
• Train NAVAIR Engineering personnel in the CM
  Logistics and ECP process.
• Manage the Value Engineering Program.
• Serve as cognizant software expert for all NAVAIR
  managed programs.

• Judge the design validity and operational safety
  of aviation systems.
• Control test aircraft re-configuration,
  modifications, and project work as governed by
  NAWCINSTs 13050 Series (Aircraft Division) and
  13034.1 (Weapons Division).
• Ensure a formal technical review by the approved
  Performance Monitors from all engineering
  disciplines for Flight Clearances (FCs) and ECPs.
• Developing single review process for FCs and
  ECPs.
• Provide temporary certification (airworthiness
  certification) for flight of aircraft in a
  nonstandard configuration, outside of published
  limits or for nonstandard operations (OPNAVINST
  3710.7S) governed by NAVAIRINST 13034.1C.
• Ensure that Assistant Program Managers for
  Systems Engineering (APMSEs) make comprehensive
  assessments of risk factors, performance
  predictions and effectiveness/cost analyses.

17
AIR-6.0 LogisticsCM Responsibilities
Delegated to AIR-6.8.5

• Manage Naval Air Technical Data and Engineering
  Command (NATEC) including posting of TDs to the
  NATEC website.
• Manage the Technical Directive Status Accounting
  (TDSA) Kit Management Information System (KITMIS)
• Establish, implement and enforce the process for
  Work Unit Code (WUC) assignment.
• Conduct fleet reviews of TDSA, Kit, and TD
  status.
• Develop and deploy logistics CM information
  systems.
• Provide CM functional requirements for logistics.
• .

• Review and assess all Major (Class I) engineering
  changes for acceptability and supportability of
  all logistics elements.
• Serve as a voting member of NAVAIR Centralized
  Control Boards (CCBs) and Decentralized CCBs
  (DCCBs).
• Establish, implement and enforce Technical
  Directive (TD) Process, Technical Directive
  Status Accounting (TDSA), and the NAVAIR
  00-25-300 TD System Manual.
• Establish, implement and enforce change kit
  management policy and processes and operation of
  the Orange Park, FL, Central Kitting Activity
  (CKA).
• Certify NAVAIR civilian and military personnel to
  approve TDs.
• Train NAVAIR personnel in the TD process and the
  Logistics portion of the ECP process.

18
Two Part ECP Process

• The Two Part ECP process allows Program Managers
  to obligate funding for specific non-recurring
  (NR) services and/or deliverables prior to the
  actual receipt and approval of a Major (Class I)
  ECP.
• Prior to implementation of this process, a
  complete formal ECP was required to be submitted
  and approved prior to the release and obligation
  of any funding.
• The Two Part ECP process will yield benefits to
  both government and industry by permitting
  shorter cycle times through earlier contractual
  commitment. 
• Early nonrecurring activity will also lead to a
  higher quality formal ECP resulting in fewer
  changes and quicker processing.
• PART I - Obligating Funding For Non-Recurring
  (NR) Services and Deliverables.
• Step 1 Obtain an advance ECP Number from ECP
  originator.
• Step 2 The PMA/IPT must develop a NR Statement
  of Work (SOW) which meets criteria specified by
  DOD Financial Management Regulation (FMR) Volume
  2A.

19
Two Part ECP Process contd

• The final NR SOW shall be limited to the
  following services and/or deliverables
• Kit prototype manufacture/procurement
  installation
• Installation equipment prototype
  manufacture/procurement.
• Testing of kit prototype and associated
  equipment.
• Technical support associated with the prototype
  kit and installation equipment
• Formal Class I ECP and validated proposed
  technical directive that describe the final
  modification and installation including logistics
  support
• Step 3 - A draft NAVAIR CCB Directive shall be
  prepared and must include NAVAIR Forms 4130/1,
  4130/2, 4130/3 and 4130/4.  The four page CCB
  directive will serve as the acquisition
  requirements and authorization document for
  Contracts (AIR-2.0) and Comptroller (AIR-10.1)
  competencies. 
• Once the CCB Directive has been staffed and
  approved by the PMA/IPT and AIR-10.1, it shall be
  staffed to AIR-1.1.for a final technical
  assessment and assignment of a NAVAIR CCB
  tracking number.

20
Two Part ECP Process contd

• PART II - Staffing, approval and implementation
  of the formal Class I ECP
• Step 1 - Once the formal ECP has been prepared
  and submitted to the government PMA/IPT as a NR
  product deliverable under Part I, the existing
  NAVAIR ECP/CCB staffing/approval procedures will
  be followed. 
• Additional information on the Two Part ECP
  Process is available at the AIR-1-1 Website
  available via MY NAVAIR.

21
Risks of Not Continuing Our Efforts and
Momentum

• Processes will become more and more antiquated
  and expensive.
• Workers will be frustrated with confusing and
  outdated methodologies.
• Integration of new knowledge technologies will
  outpace the ability of the processes to respond
  to the new scorecard.
• Leadtime away from correcting behavior that may
  condemn our best efforts in logistics improvement
  the configurations will not be in the pipeline
  (3-5 years development) with logistics
  improvements in mind. They could be focused
• on other agendas.
• If our customers arent successful, neither are we

22
Naval Aviation Enterprise Goals

• To balance current and future readiness
• To reduce our costs of doing business
• To enhance agility
• To improve alignment
• To attain and maintain visibility across the
  Enterprise

23
Contract Change Modifications.
"Under the constructive change doctrine, a
contractor that performs work beyond that
required by the contract without a written change
order is entitled to recovery where it is
perceived that such work was informally ordered
by the government or caused by government
fault. Even though all government contracts
contain a "Changes" clause requiring that written
changes be made only by a Contracting Officer, if
a change outside the clause occurs, the courts .
. . have allowed a contractor to recover
the increased costs incurred by complying with
the unauthorized direction. Mere suggestions by
the government are insufficient to allow the
contractor to be paid for changed work."
24
Points of Contact
Danny Cowart, CICM AIR-6.0 CM Representative
CCB Voting Member 301-575-8261
Daniel K. Christensen, CCMP/CMIIP NAVAIR
Configuration Manager CCB Chairperson 301-757-8
065
Dr. Asha Varma AIR-4.0 CM Representative CCB
Voting Member 301-342-2344
Sondra Even PMA205 CM Representative CCB
Voting Member 301-757-6966