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[FREE] Dau Cle 068 Test Answers
Posted on 17-May-2021
According to BBP 2. The DoD Open Systems Architecture Contract Guidebook for Program Managers hereafter referred to as the Guidebook addresses both of the points above by providing Program Managers PMs with the basic elements to capture the benefits...
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[GET] Dau Cle 068 Test Answers | latest
Posted on 16-Mar-2021
What is an Open Business Model? A key enabler for open architecture is the adoption of an open business model, which requires doing business transparently to leverage the collaborative innovation of numerous participants across the...
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Technical Data Management
Posted on 2-Apr-2021
The guidance set forth in this Guidebook is applicable to both large and small business contracts and can be used in support of BBP 2. Contents of the Guidebook The Guidebook provides candidate language for the sections of an RFP that need to be created by the associated program office. It also contains information on how to establish OSA practices in both new and existing programs and how to ensure those practices are adhered to throughout the program life cycle. It also has 11 appendices covering a range of related topics to help the acquisition community understand how to invoke OSA and establish open business models for their systems. But first, each PM must have complete knowledge of the data delivered and then data delivered in other programs. In accordance with BBP 2. In addition, solicitations should be written to incentivize potential contractors to offer an open system approach up front before award when the government's leverage and bargaining power are the greatest.
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Dau Course Answers
Posted on 15-Mar-2021
What Makes this Guidebook Different? This Guidebook provides information not covered in other guidance documents in areas such as contract incentives. The incentive structures described in this Guidebook have the added benefit of reinforcing the importance of the government's emphasis on collaborative business relationships, technical leadership, planning, and execution. This Guidebook provides the structure for incentivizing OSA technical tenets, business practices, and cooperative behavior with other vendors as well as the more usual quality, timeliness, technical progress, technical ingenuity, and cost-effective management requirements. The Guidebook recommends that programs consider developing a "Section H Special Provision" that, at a minimum, incorporates the contractor's proposal relating to an Open System Management Plan into the resultant contracts and requires government concurrence prior to any change in that plan.
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Working With You To Achieve Mission Success
Posted on 10-May-2021
As with all sections of the Guidebook, all recommendations are offered with the understanding that individual Program Executive Offices PEOs and programs must have the flexibility to adapt its principles and guidance to meet their needs, in addition to gaining local approval to use Guidebook elements. Users must continue to consult and comply with the most recent versions of the FAR and DFARS, and other governing DoD policy and guidance, in addition to this Guidebook, when developing acquisition materials. This Guidebook is a living document, which is expected to be updated biennially to incorporate community inputs and address topics that emerge from the DoD enterprise's experience from implementing OSA. Therefore, the authors are very interested in comments, suggestions, and feedback, including any "real world" experiences one may have in using OSA principles in programs. What's Next The Contract Guidebook is one of numerous tools available or in development to help the government more effectively promote competition to drive down costs and spur innovation.
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Knowledge-Based And Intelligent Information And Engineering Systems
Posted on 23-May-2021
Continuous learning modules, such as the Defense Acquisition University's CLE on open architecture and CLE on data rights, are available to the acquisition workforce to learn more. The Guidebook is one of many initiatives associated with the implementation of BBP 2. These initiatives change the way the DoD does business, with the end goal of increasing value for both the warfighter and the taxpayer through more effective and sustainable acquisition strategies. Summary of Updates in Version 1. Office of the Secretary of Defense 2. Defense Acquisition University 3. Subject Matter Experts 4. Intellectual Property 5. Defense Federal Acquisition Regulation Supplement 6. Opens Systems Joint Task Force 7. Copyright Gale, Cengage Learning. All rights reserved. Article Details.
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Acq 101 Test Answers
Posted on 18-May-2021
Special Operations Commands Technical Experimentation program brings together operational users, acqui sition program managers and technol ogy developers private and public to evaluate new technologies. Nicolella Dont settle quickly for a soft promise to correct a problem later, while the contractor continues to be paid for ontime delivery of a nonconforming item. Conditional acceptance of a weapon system isnt always in the governments best interest. Court, Ph. Inquiries con cerning proposed articles can be made by e-mail to datl dau. If you prefer not to be part of these lists, use your home address.
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Exports: Customs Procedure Codes
Posted on 15-Mar-2021
Do not include your rank, grade, service, or other personal identiers. Periodical postage is paid at the U. Postal Facility, Fort Belvoir, Va. Articles are in the public domain and may be reprinted or posted on the Internet. There is a lot of evidence that we are moving in the right direction. We have also eectively partnered with Congress on some initiatives, and we are in the midst of a new cycle of congressionally led eorts to improve defense acquisitionas in other cases with the label of acquisition reform. I would like to share some thoughts with you about the limi tations of legislative tools, and also explain why I believe that lasting improvements must come from within the Department of Defense DoD from our own eorts. Legislation can make our job easier or harder, but it cant do this job for us. This article is based in part on the thoughts I com municated to the committee.
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DAU MISSION. Provide A Global Learning Environment To Develop
Posted on 25-May-2021
First of all, what it takes to be successful at defense ac quisition isnt all that complicatedto rst order at least. It consists of just these four items: 1 set reasonable requirements, 2 put professionals in charge, 3 give them the resources they need, and 4 provide strong incentives for success. Unfortu nately, there is a world of nuance and complexity in each of these phrases and words. They also apply to both government and industry organizations, but not always in the same way. The fact is that none of this is easy. Reasonable requirements are not all that simple to create, professionals dont exist by chance, resources are subject to budget vagaries and other constraintsincluding a predis position toward optimismand incentives are complicated and often have unintended consequences. It is even harder to inuence through legislation. I have some sympathyand even empathyfor the diculty that the Congress and our oversight committees face when they try to reform defense acquisition.
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Clc 222 Mod 1 University
Posted on 3-Mar-2021
These two layers are where the action occurs in terms of de livering products and services. Everything else in the acquisi tion structure is about making these two layers function as eectively as possible. Above these layers there are chains of command and direct stakeholders of many types, most but not all of whom are located in the organization military department or compo nent acquiring the service or product. Next there is a layer of what we like to call oversight within the DoD, some of it in the Oce of the Secretary of Defense but also a great deal of it distributed in the military departments and agencies.
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Defense AT & L
Posted on 24-Mar-2021
My own position as Under Secretary is a mix of acquisition chain of command responsibilities and policy or oversight. Finally, at the top of the whole structure, and furthest from where the work is done, there is the Congress, which has statu tory authority over the DoD and the entire Executive Branch and conducts its constitutional oversight role. In order to achieve its objective of improving acquisition, Congress has to penetrate through all the other layers to get to those where the work is done. This isnt an easy task. The DoDs relationship with our contractors is dened pri marily by contracts, so one route available to the Congress to improve acquisition is to write laws governing defense con tracts. These laws then are turned into regulations in our De fense Federal Acquisition Regulation Supplement DFARS by people in the oversight and policy layer and implemented by the management layers that are in more direct contact with defense contractors.
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DAU Undergoing Reaffirmation Of Accreditation
Posted on 14-May-2021
As a practical matter, Congress tends to react to events as they occur by passing additional statutory provisions. Congress also tends to make changes or additions whenever committee lead ership, members and sta change. Of course, lobbyists for industry and other interests play a role in this process. The result over time is a frequently changing, but usually increas ingly complex compendium of almost 2, pages of DFARS regulations governing how the DoD contracts for work. A seri ous eort at acquisition reform would include a complete re view of everything in both the Federal Acquisition Regulations FAR and DFARS with the rst-order goal of simplication and rationalization and the second-order goal of eliminating as much content as possible. This task would take a good-sized, knowledgeable team up to a year to complete and it would take at least a year more for review and modication to the resulting product.
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Defense Federal Acquisition Regulation Supplement (DFARS)
Posted on 23-Mar-2021
I believe this task is worth undertaking, but no one should expect it to achieve miracles; almost everything in the FAR and DFARS is there for a reasonusually as an expression of policy goals that are considered worthwhile. The tough questions have to do with whether the costs of all these provisions in terms of ineciency, higher barriers to entry for industry, and taxpayer expense are outweighed by the benets achieved. We may only be able to eliminate a subset of existing provisions, but what we could do for certain is have a more consistent, coher ent and easily applicable body of regulations. Over time, I have no doubt that Congress would continue to add legislation that would take us down the same path of increasing complexity; The tough questions have to do with whether the costs of all these provisions in terms of inefficiency, higher barriers to entry for industry, and taxpayer expense are outweighed by the benefits achieved.
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TExES Principal () Practice Test (updated )
Posted on 24-Apr-2021
In addition to inuencing how the DoD contracts with indus try, Congress also attempts to improve acquisition by legislat ing rules that aect the government oversight layers and the people in them. This indirect approach is based on the premise that oversight and supervisory bodies can have a positive or negative impact on acquisition performance and that laws can in turn improve the performance of those layers. It addressed the systems engineering and developmental test and evaluation oces and it created the Performance Assess ment and Root Cause Analysis organization all within the Of ce of Acquisition, Technology, and Logistics , for example.
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Welcome To Avient | Specialty Polymer Formulations
Posted on 15-Mar-2021
Congress also has taken some steps to improve profession alism of the government management team by mandating tenure for program managers and selection rates for acquisi tion corps ocers. Many of the steps Congress has taken, like these, have in fact been helpful. The more indirect approach to improving acquisition by rede signing oversight structures and processes also suers from the problem that it only impacts what happens in the top lay ers of the structurenot the layers where the work is done. Many outside observers seem to confuse the eciency of the defense acquisition system, i.
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Challenge Accepted.
Posted on 12-Apr-2021
I sometimes make the point that the DoD only has two kinds of acquisition problemsplanning and execu tion. The burden on the military department or component of preparing a plan and getting it approved is an overhead cost we should seek to reduce, but that burden shouldnt be confused with the failure to deliver a product or service on time and within cost. Where the DoDs oversight structure falls short is when it approves an unrealistic plan and thereby fails to prevent overruns and schedule slips.
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Use Attainability Analyses (UAAs) And Other Tools For Managing Designated Uses
Posted on 4-Mar-2021
The oversight mechanisms succeed when they produce a more aordable and executable plan. I think we are fairly successful in this regard. Execution itself is where we most often have prob lemsand that is squarely the responsibility of contractors we hire and the government people who supervise themin the bottom two layers I described. Changing the oversight layers structure and processes can improve our planning, but it doesnt lead to better execution.
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CLE Intellectual Property And Data Rights Exam Complete Solution - Docmerit
Posted on 18-Apr-2021
In my experience, some of Congress eorts to improve ac quisition have been problematic in three ways. In order of sig nicance they are: 1 imposing too much rigidity, 2 adding unnecessary complexity and bureaucracy, 3 failing to learn from experience. A lot of the work we have done over the past several years has been to identify and promulgate best practices, but a point I have made repeatedly is that the DoD conducts such a huge array of contracted work that it is counterproductive to impose a one-size-ts-all solution or way of doing business on every thing that we do. Imposing rigid rules and universal practices is counterproductive. Overly proscribing behaviors also has the unintended impact of relieving our professionals of the core responsibility to think critically and creatively about the best solution to the specic problems they face. One thing the DoD is very good at is creating bureaucracy. New procurement laws lead to the creation of more bu reaucracy.
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Let's Talk TradeITAR, FAR, DFAR, TINA Regulations
Posted on 9-Mar-2021
Last year we provided Congress with a number of recommendations to remove reporting requirements and bureaucracy in the acquisition milestone decision-making pro cess that our program managers go through. Unfortunately, while some requirements were removed more were added. As indicated above, the overhead we impose on our managers does not directly impact the cost or schedule to complete a program or deliver a service, but it does have the secondary impact of distracting our managers from their job of getting the most out of our resources, and it does increase overhead costs.
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Defense Acquisition University
Posted on 18-Apr-2021
Frankly, I think we have enough rules; we need fewer rulesnot more. Ive also been in this business long enough to have seen mul tiple cycles of acquisition reform. I tell a story sometimes about the rst congressional hearing I ever attended. It was in I vividly remember someone on the committee holding up a program schedule and ranting about the presence or absence of concurrency between development and production. He was very passionate, but I dont recall if he was for or against hav ing more concurrency. Weve been both for and against high degrees of concurrency several times over the years.
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Download Acq Test Answers
Posted on 18-Apr-2021
Concur rency is one of the many judgments best left to professionals who understand the risks in a particular new product design and the urgency of the need. I also spent several years cleaning up the messes left behind in the late s by an early round of self-imposed xed price development contracting, which at one time was a presumed panacea to overruns in devel opment. It was a disastrous policy that we swore we would never try again. The sign outside my door, In God we trust, all others bring data, isnt there as a joke. We need to learn from our experi ence, and the data tell us very clearly that xed price develop ment is usually, but like everything in acquisition, not always, a bad idea. Doing some thing dierent ought to reect a factual basis for thinking that change will make things better. At the very least, novel ideas should be tried on a small scale in pilot programs before they are mandated more broadly.
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Working With You To Achieve Mission Success - Ppt Download
Posted on 28-Mar-2021
We need to learn from our ex perience, and, in general, passing laws that force us to repeat unsuccessful experiments is not wise. Let me come back to where I started, with a description of what it takes to succeed in acquisition.
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