DAU MISSION. Provide a global learning environment to develop

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2 DAU MISSION Provide a global learning environment to develop qualified acquisition, requirements, and contingency professionals who deliver and sustain effective and affordable warfighting capabilities.

3 PRESIDENT S LETTER FY14 was another year when DAU could have been discouraged by outside forces. We didn t have fires, derechos or earthquakes, but we had to contend with a new kind of challenge this year in the long-term budget constraints seen all over the federal government. This forced a significant reduction in our most important asset, our people. Yet DAU not only continued to succeed, but to improve the quality of its curriculum, instruction, and the many other ways it serves the workforce. In anticipation of our new budget environment, DAU proactively instituted a hiring freeze in FY13 that we continued through FY14, while also offering separation incentives for qualified staff. The result was that our full-time faculty and staff shrank by 38 full-time-equivalents this year, leaving critical gaps in skills and coverage. DAU faculty and staff responded to this with their usual dedication and covered those gaps while finding ways to work more efficiently in everything from how much paper we print to how our IT networks are built and maintained. that ensures quality and integrity in career and technical education. COE not only reaffirmed DAU s accreditation, but commended us for superior performance in three standards: Educational Programs, Strategic Planning, and Physical Resources. By any measure, FY14 was a very successful year. On a personal note, it was also the year when I was honored with the opportunity to lead DAU. I ve been extraordinarily impressed by how well my predecessors conceived of DAU and built it to be the leading institution it is. I was impressed most of all with the people who work here who are DAU. They are a truly exceptional group, and I look forward to working with them to achieve even more in FY15. It isn t enough to cut costs alone, however; you still have to perform. We continued to succeed in our vital function giving the Defense Acquisition Workforce the tools and knowledge it needs to succeed. DAU delivered an impressive amount of learning to the workforce, and increasingly did it with the newest and most efficient tools: Provided more than 8 million hours of learning; Graduated 181,970 students; Provided 291,325 hours of Mission Assistance; Offered 305 online continuous learning modules; and Provided 183,826 contact hours on Defense Acquisition Portal and Acquisition Community Connection with 65,000 ACC contributors and more than 20 million page views. Our training continued to be of the highest quality. Average scores for student satisfaction were 6.0 on a 7-point scale, with our classroom courses scoring a 6.4, well above the average scores of corporate universities. The data even showed that students feel better about their work and their careers after a DAU classroom course than when they do their work online. This is a testament to the fact that our faculty brings more than knowledge to their work they bring the energy and enthusiasm that come from a strong sense of purpose. This is contagious, it seems. Outside organizations continued to honor the high quality of DAU training in FY14. DAU was named the Corporate University of the Year: North America by CUBIC (Corporate University Best in Class). This award placed DAU ahead of learning organizations from many of the largest and most successful corporations in America. DAU also underwent a rigorous reaffirmation of accreditation process with the Council on Occupational Education (COE), a national accrediting body

4 DAU s support to MARCORSYSCOM with online courses, classroom training, and mission assistance initiatives has measurably improved our individual acquisition capabilities and organizational performance. The full range of acquisition services and solutions available through DAU make them an invaluable resource and essential component of our acquisition mission. Brig. Gen. Frank Kelly Commanding General, Marine Corps Systems Command, Quantico, VA 04 Defense Acquisition University 2014 Annual Report

5 INSIDE 2014 ANNUAL REPORT 06 LEARNING ASSETS 08 TRAINING 18 CONTINUOUS LEARNING 32 MISSION ASSISTANCE 40 KNOWLEDGE SHARING 48 PARTNERSHIPS 58 RESOURCES 2014 Annual Report Defense Acquisition University 05

6 As members of the premier training organization for the Defense Acquisition Workforce, DAU faculty and staff pride themselves on being part of the one training provider a Defense Acquisition Workforce member can turn to throughout his or her entire career. Our faculty and staff take this responsibility very seriously and use every opportunity to influence and improve the professionalism of Defense Acquisition Workforce members. By everyone acquisition interns to well-seasoned procurement leaders DAU is known and highly regarded for providing certification training vital to developing qualified acquisition, requirements, and contingency professionals. DAU strengthens this training with career-long support through a variety of online resources and informal learning programs, ensuring that the workforce has access to the most up-to-date acquisition- and Defense-related policies and materials. When needed, DAU subject matter experts provide a variety of one-on-one and team-oriented mission assistance engagements to acquisition organizations to address critical acquisition issues. Collectively, the formal training, informal resources, and mission assistance offered by DAU promote workplace efficiency, enhance mission effectiveness, and improve the professionalism of the Defense Acquisition Workforce. DAU offers training courses for each of the 14 Defense Acquisition Workforce Improvement Act (DAWIA) career fields. Defense Acquisition Workforce members must be certified for the positions they hold. Through DAU s 128 core certification and core plus training courses, workforce members are able to fulfill the training requirements for their career-field certifications. In FY14, there were: 5,136,774 hours of training TRAINING 181,970 total graduates 135,946 online graduates 46,024 classroom graduates Defense Acquisition Workforce members must keep current with new policies and initiatives. Department of Defense (DoD) policy requires workforce members to earn 80 continuous learning points every 24 months to maintain currency in their career fields. DAU s Continuous Learning Center places cutting-edge modules at the fingertips of the workforce. This anytime, anywhere availability allows the workforce to cost-effectively meet continuous learning requirements. In FY14, there were: 305 continuous learning modules available 672,733 completions 2,865,106 contact hours CONTINUOUS LEARNING 06 Defense Acquisition University 2014 Annual Report

7 LEARNING ASSETS An organization s complex problems often require face-to-face support. DAU s Mission Assistance program extends services beyond the classroom and into the workplace. This program places seasoned faculty onsite at organizations ranging from smaller acquisition teams to larger acquisition programs to provide advice, consulting, rapid-deployment training on new initiatives, or training targeted to address unique mission needs. In FY14, there were: 525 consulting, targeted training, and rapid-deployment events MISSION ASSISTANCE 291,325 consulting, targeted training, and rapid-deployment contact hours Access to acquisition knowledge outside traditional learning environments improves efficiency, innovation, and effectiveness enhancing job performance. DAU s knowledge-sharing program augments the knowledge transfer that occurred in the classroom and gives individuals quick, easy access to information and connects them to other acquisition professionals anytime. In FY14, there were: 97,272 contact hours on the Defense Acquisition Portal 86,554 contact hours on the Acquisition Community Connection KNOWLEDGE SHARING 2014 Annual Report Defense Acquisition University 07

8 TRAINING 08 Defense Acquisition University 2014 Annual Report

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10 DAU CONTINUES INTEGRATING ALTERNATIVE DELIVERY METHODS DAU is regularly recognized by learning leaders and training organizations for the early adoption and integration of new and innovative course delivery methods. Throughout FY14, DAU continued to implement several alternative delivery methods into the curriculum to provide effective instruction at the point of need while reducing classroom time and course costs. Using these methods, which include paperless classes, teleconference distance learning, and flipped classroom environments, DAU piloted more than 10 alternative delivery courses with students and continued to develop more than a dozen for piloting during FY15. DAU faculty provided virtual training to more than 50 students throughout the country taking advantage of the teleconferencing capabilities that allow instructors to remotely engage with students throughout the U.S. Intermediate Systems Acquisition (ACQ 201B) and Advanced Facilities Engineering (FE 301) were both virtually offered with overwhelmingly positive feedback from students. Students described the virtual course structure as a good option to the traditional classroom that is as effective as any resident course and is a course delivery technique that everybody should experience. Virtual class offerings are just one way that the DAU faculty provides the same high-quality instruction to students at reduced costs. Flipped classrooms resident courses where students are provided materials before leaving their home location reduce time both in the classroom and away from the field, while also providing online resource materials. DAU piloted the flipped classroom concept with the course Intermediate Production, Quality and Manufacturing (PQM 201 A/B) for the Corpus Christie Army Depot. The alternative teaching approach saved more than $65,000 and reduced the classroom time from 4.5 to 2.5 days. An offering of ACQ 201B piloted through the flipped classroom-style was also able to reduce class time from 4.5 to 3.5 days, with an FY15 pilot expected to reduce classroom time even further to 3 days. More than 50 students participated in these two pilots, which they described as both comfortable and enjoyable. Response to the flipped classroom approach has been so successful for existing courses that curriculum developers are experimenting with the approach for new courses. International Acquisition Integration (ACQ 230), a new course replacing both Multinational Program Management (PMT 202) and International Security and Technology Transfer/Control (PMT 203), was developed and piloted, by faculty, to provide Level II training for International Acquisition professionals. Following the success of the faculty pilot, the first student offering of ACQ 230 is expected in early FY Defense Acquisition University 2014 Annual Report

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12 DAU SUCCESSFULLY PIONEERS INNOVATIVE TEACHING METHODS DAU faculty not only use proven teaching methods to deliver high-quality instruction, they often innovate by bringing technology into the classroom and experimenting with different mediums to remain engaged with students both in and out of the classroom. Three courses Contracting Officer s Representative (COR 222), Intermediate Cost and Price Analysis (CON 270) and Source Selection and Administration of Service Contracts (CON 280) all successfully offered paperless instruction to students during FY14. In a paperless course, students are provided the electronic version of course materials ahead of the class, allowing students to take notes electronically while saving 100 percent of printing costs. Results of the paperless CON 270 and 280 were so successful that DAU West is converting all offerings of the courses to paperless in FY15, with an estimated savings of more than $15,000 on print costs alone. The paperless initiative is just one example of a successful innovation DAU faculty experimented with and further implemented. FY13 experiments with YouTube- and DAU-hosted videos as part of classroom curricula were so successful they were expanded in FY14 ACQ 201B instructors added four 10- to 15-minute videos to the Defense Acquisition Portal and YouTube for both curriculum incorporation and as an on-the-job resource for Defense Acquisition Workforce members. ACQ 201B is also the first DAU course to fully incorporate social media, with course materials and learning tools available 24/7 on the official ACQ 201B Facebook page. EXECUTIVE PRODUCT SUPPORT MANAGER S COURSE DAU launched the initial student offering of the Executive Product Support Manager s course (LOG 365) August 11 at the Fort Belvoir, Virginia, campus. The two-week LOG 365 course provides product support managers a professional development opportunity focusing on leadership skills in developing and executing affordable product support strategies, particularly in leading up, across, and down. Throughout FY14, the course development team, comprising field practitioners and life-cycle logistics DAU faculty, designed the course to incorporate student-submitted dilemmas and lessons-learned into the core curriculum. They then provided innovative teaching solutions including faculty as sponsors and leaders of daily themes, improved software tools for stakeholder engagement strategies, and reinforcing open leadership methodology. This candid approach to acquisition obstacles with real-world solutions was very successful, with faculty and student pilots and the initial course offering all receiving favorable feedback. The course is now a requirement for all ACAT I and II product support managers. 012 Defense Acquisition University 2014 Annual Report

13 IMPROVING INNOVATION IN COST AND PRICE ANALYSIS COURSES DAU instructors have worked to improve instruction for Cost and Price Analysis courses to maximize student retention and provide focus on the important elements of the career field. Intermediate Cost and Price Analysis (CON 270) is using innovative teaching techniques that reduce PowerPoint presentations and incorporate real, three-dimensional objects to provide students with a narrative that better ensures long-term information retention. Additionally, Advanced Contract Pricing (CON 235) is being replaced with the more robust Advanced Cost and Price Analysis (CON 370), the two-week student pilot of which was successfully fielded at DAU Midwest March 10. This new course gives special attention to major weapon system programs and commercial item pricing by elaborating on numerous contracting themes, including risk analysis, interpreting and shaping regulatory policy, data normalization, forecasting techniques, and linear, nonlinear and multivariate regression techniques. FY14 INTRODUCES SWEEPING CHANGES TO INFORMATION TECHNOLOGY ACQUISITION COURSES Technology changes quickly; DAU faculty are constantly rewriting Information Technology curriculum to keep pace with the changes and bring the most up-to-date information to students. In FY14, changes in technology and Department of Defense (DoD) policies resulted in some of the largest changes to the curriculum in recent years. During FY14, DAU successfully piloted and introduced the new Basic Information Systems Acquisition course (IRM 101), an updated view of the current information technology environment that replaces the Basic Software Acquisition Management course (SAM 101). This new online course required changes to more than 42 percent of its predecessor and incorporates the latest policy guidance for DoD Instruction (DoDI) and the new Risk Management Framework. These updates also required changes to advanced information technology courses, including Intermediate Information Systems Acquisition course (IRM 202). The revised course includes the changes in IRM 101 and updated course requirements documents and support information. To ensure knowledge currency for the material in Information Technology courses, DAU entered into an educational agreement with the Carnegie Mellon University Software Engineering Institute for information technology curriculum development support. Training 013

14 COLLEGE OF CONTRACT MANAGEMENT RAMPS UP CURRICULUM DEVELOPMENT College of Contract Management (CCM) Dean Kurt Stonerock and his faculty worked diligently throughout FY14 to roll out curriculum specifically targeting career fields, information, and support requested by the Defense Contract Management Agency (DCMA). During the fiscal year, approximately 30 courses were in formal development with many piloted throughout the year. quality assurance, and industrial manufacturing all underwent formal development in FY14 and were briefed to senior DCMA executives, including DCMA Director Lt. Gen. Wendy Masiello. Additionally, pilots were conducted for Software Acquisition Management Policy Implementation (CMS 260); Root Cause Analysis (CMQ 220); and Production Planning and Control (CMM 210). CCM courses focusing on the agencyrequired competencies of pricing, contract management, earned value management, software engineering, 014 Defense Acquisition University 2014 Annual Report

15 DAU USES DISTANCE LEARNING TO ALIGN WORKFORCE WITH AT&L PRIORITIES Major updates to defense acquisition policy require quick and effective solutions to put the information where it is needed most: the Defense Acquisition Workforce. In response to the release of the Interim DoDI , DAU curriculum development professionals updated the interdisciplinary Reliability, Availability and Maintainability (RAM) (LOG 103) distance learning course to reach the workforce with the policy guidance and changes that would impact the defense acquisition. Not only did the LOG 103 development team ensure that the revised course aligned to DoD acquisition, technology, and logistics priorities, they also reviewed student Metrics that Matter data. They analyzed a pool of more than 12,000 students who took the course in FY13 to determine the improvements to learning and on-the-job usability. Student feedback was critical to improvements to learning effectiveness, and curriculum developers restructured the course to add right-size lessons that incorporate What s in it for me? discussions. To ensure the content was relevant, the developers also evaluated all knowledge reviews and test bank questions, validating the source content and guaranteeing the quality and appropriateness of each question and answer. Training 015

16 TRAINING ACQUISITION ACQ 101 ACQ 120 ACQ 130 Fundamentals of Systems Acquisition Management* Fundamentals of International Acquisition* Fundamentals of Technology Security/Transfer* ACQ 201A Intermediate Systems Acquisition, Part A* ACQ 201B Intermediate Systems Acquisition, Part B ACQ 230 International Acquisition Integration ACQ 265 Mission-Focused Services Acquisition ACQ 315 Understanding Industry (Business Acumen) ACQ 370 Acquisition Law ACQ 401 Senior Acquisition Course ACQ 403 Defense Acquisition Executive Overview Workshop ACQ 404 Systems Acquisition Management Course for General/Flag Officers ACQ 405 Executive Refresher Course ACQ 450 Leading in the Acquisition Environment ACQ 451 Integrated Acquisition for Decision Makers ACQ 452 Forging Stakeholder Relationships ACQ 453 Leader as Coach ATL 900 ATL Staff Specialist Acquisition BUSINESS, COST ESTIMATING, AND FINANCIAL MANAGEMENT BCF 102 BCF 103 BCF 106 BCF 107 BCF 204 BCF 205 BCF 206 BCF 209 BCF 215 BCF 220 BCF 225 BCF 301 BCF 302 CMM 100 Fundamentals of Earned Value Management* Fundamentals of Business Financial Management* Fundamentals of Cost Analysis* Applied Cost Analysis Intermediate Cost Analysis Contractor Business Strategies Cost/Risk Analysis Acquisition Reporting for Major Defense Acquisition Programs (MDAPs) and Major Automated Information Systems (MAIS) Operating and Support Cost Analysis Acquisition Business Management Concepts* Acquisition Business Management Application Business, Cost Estimating, and Financial Management Workshop Advanced Concepts in Cost Analysis CONTRACT MANAGEMENT AIR OPERATIONS CMA 211 CMA 221 CMA 231 Government Flight Representative (GFR) Government Ground Representative (GGR) DCMA Aviation Safety Officer (ASO) CONTRACT MANAGEMENT MANUFACTURING Surveillance Implications of Manufacturing and Subcontractor Management CONTRACT MANAGEMENT QUALITY CMQ 100 CMQ 101 CMQ 142 CMQ 220 CMQ 232 CMS 230 CMS 260 CONTRACTING CON 090 CON 100 CON 121 CON 124 CON 127 CON 170 CON 200 CON 216 CON 232 CON 234 CON 237 Federal Acquisition Regulation (FAR) Fundamentals Shaping Smart Business Arrangements* Contract Planning* Contract Execution* Contract Management* Fundamentals of Cost and Price Analysis Business Decisions for Contracting* Legal Considerations in Contracting* Overhead Management of Defense Contracts Joint Contingency Contracting Simplified Acquisition Procedures* CON 243 Architect-Engineer Contracting CON 244 Construction Contracting CON 251 Fundamentals of Cost Accounting Standards Part II CON 252 Fundamentals of Cost Accounting Standards CON 260A The Small Business Program, Part A* CON 260B The Small Business Program, Part B CON 270 Intermediate Cost and Price Analysis CON 280 Source Selection and Administration of Service Contracts CON 290 Contract Administration and Negotiation Techniques in a Supply Environment CON 334 Advanced Contingency Officer s Course CON 360 Contracting for Decision Makers CON 370 Advanced Contract Pricing COR 206 Contracting Officer s Representative in a Contingency Environment COR 222 Contracting Officer s Representative Course EARNED VALUE MANAGEMENT EVM 101 EVM 201 EVM 262 EVM 263 Quality Assurance Basics* Government Contract Quality Assurance Fundamentals Basic Measuring* Root Cause Analysis (RCA)* Creation and Evaluation of Quality Control Graphics in Statistical Process Control (SPC) CONTRACT MANAGEMENT SOFTWARE Software Acquisition Management (SAM) Policy and Procedures Software Acquisition Management (SAM) Policy Implementation Fundamentals of Earned Value Management* Intermediate Earned Value Management EVMS Validation and Surveillance Principles of Schedule Management 016 Defense Acquisition University 2014 Annual Report

17 ENGINEERING ENG 301 SYS 101 SYS 120 SYS 130 SYS 202 SYS 203 SYS 302 SYS 350B SYS 350C FACILITIES ENGINEERING FE 201 FE 301 GRANTS GRT 201 Intermediate Facilities Engineering* Advanced Facilities Engineering Grants and Agreements Management INDUSTRIAL/CONTRACT PROPERTY MANAGEMENT IND 105 IND 205 Contract Property Fundamentals Contract Government Property Management Systems and Auditing Concepts INFORMATION SYSTEMS ACQUISITION IRM 101 IRM 202 IRM 304 LOGISTICS Leadership in Engineering Defense Systems Fundamentals of Systems Planning, Research, Development, and Engineering* Defense Standardization Workshop Specification Selection and Application Intermediate Systems Planning, Research, Development, and Engineering, Part I* Intermediate Systems Planning, Research, Development, and Engineering, Part II Technical Leadership in Systems Engineering Business Acumen for Technical Leaders Technical Leadership Development Basic Information Systems Acquisition* Intermediate Information Systems Acquisition Advanced Information Systems Acquisition LOG 101 Acquisition Logistics Fundamentals* LOG 102 Systems Sustainment Management Fundamentals* LOG 103 Reliability, Availability, and Maintainability* LOG 200 Intermediate Acquisition Logistics, Part A* LOG 201 Intermediate Acquisition Logistics, Part B LOG 204 Configuration Management* LOG 206 Intermediate Systems Sustainment Management* LOG 211 Supportability Analysis LOG 215 Technical Data Management* LOG 235 Performance-Based Logistics* LOG 340 Life Cycle Product Support LOG 350 Enterprise Life Cycle Logistics Management LOG 365 Executive Product Support Manager s Course PRODUCTION, QUALITY, AND MANUFACTURING PQM 101 PQM 201A PQM 201B PQM 203 PQM 301 Production, Quality, and Manufacturing Fundamentals* Intermediate Production, Quality, and Manufacturing, Part A* Intermediate Production, Quality, and Manufacturing, Part B Preparation of Commercial Item Description for Engineering and Technical Personnel** Advanced Production, Quality, and Manufacturing PROGRAM MANAGEMENT PMT 202 Multinational Program Management PMT 203 International Security and Technology Transfer/Control PMT 251 Program Management Tools Course, Part I* PMT 257 Program Management Tools Course, Part II** PMT 304 Advanced International Management Workshop PMT 313 Advanced Technology Security/Control Workshop PMT 352A Program Management Office Course, Part A* PMT 352B Program Management Office Course, Part B PMT 400 Program Manager s Skills PMT 401 Program Manager s Course PMT 402 Executive Program Manager s Course REQUIREMENTS MANAGEMENT RQM 110 RQM 310 RQM 403 RQM 413 SAM 101 SAM 301 Core Concepts for Requirements Management* Advanced Concepts and Skills for Requirements Management Requirements Management Executive Overview Requirements Executive Overview SOFTWARE ACQUISITION STM 202 STM 303 TEST AND EVALUATION TST 102 TST 203 TST 204 TST 303 Basic Software Acquisition Management* Advanced Software Acquisition Management SCIENCE AND TECHNOLOGY (S&T) MANAGER Intermediate S&T Management Advanced S&T Management Fundamentals of Test and Evaluation* Intermediate Test and Evaluation Intermediate Test and Evaluation Advanced Test and Evaluation *Distance learning / ** Facilitated online / All other courses are resident Training 017

18 CONTINUOUS LEARNING 018 Defense Acquisition University 2014 Annual Report

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20 TRAINING FORUMS Throughout FY14, DAU provided training forums to share proven practices and discuss learning trends. During these continuous learning engagements, DAU played a vital role in training workforce members and sharing critical information relevant to job performance. Both Honorable Frank Kendall, Under secretary of defense for acquisition, technology, and logistics (USD(AT&L)) and Honorable Katharina McFarland, assistant secretary of defense for acquisition ASD(A) hosted several forums to convey seniorlevel guidance on pivotal enterprise-wide issues such as Better Buying Power Department of Defense (DoD) Instruction (DoDI) , and other changes in the acquisition process that promote better acquisition outcomes. 020 DoDI On behalf of DAU, the DAU Alumni Association hosted a Hot Topic Forum for the Program Executive Office for Air Anti- Submarine Warfare, Assault and Special Mission Programs (PEO(A)) at NAS Patuxent River, Maryland. Attendees included more than 320 personnel from PEO(A) program offices and other Major Defense Acquisition Programs (MDAPs). The forum featured a presentation by the Honorable Katharina McFarland, ASD(A), in which she discussed USD(AT&L) s goals and intent when releasing DoDI DAU also presented rapid deployment training on the interim release of DoDI Rear Admiral Jaynes, PEO(A), concluded the forum with a presentation of the new PEO(A) Strategy, Vision and Goals. DAU Promotes Acquisition Topics through Lunch and Learn Program. DAU formalized its Lunch and Learn Program initiated at the DAU South campus. During FY14, the program ramped up to regular, weekly offerings on more than 50 acquisition and leadership topics, such as: Better Buying Power initiatives, life-cycle sustainment planning, technical data rights, open system architecture, and fiscal law. These topics, delivered by certified DAU professors, were chosen through a needs analysis conducted with acquisition customers. By coupling the Defense Connect Online (DCO) delivery mode with classroom-based delivery, average participation increased more than five times. Through use of the DCO Live Chat, students interacted with the professor as if they were in the classroom, as well as viewed the content materials. This program supports workforce members informal learning and job performance and provides a means for securing continuous learning points. Information Assurance for DoD Systems: Transforming to a Risk Management Framework for DoD Information Technology. The DAU Alumni Association hosted a Hot Topic Forum for the Space and Naval Warfare Systems Command January 15, entitled Information Assurance (IA) for DoD Systems: Transforming to a Risk Management Framework (RMF) for DoD Information Technology. The training was presented via video teleconferencing to 96 information assurance professionals assigned to various sites in the West Region. Topics covered included transformation from the traditional DoD Information Assurance Certification and Accreditation Process (DIACAP) to a new six-step RMF for Information Technology, RMF overview and applicability within DoD, alignment of DoD with a risk management approach of other federal agencies, and timelines for implementation. This hot topic training forum reinforced the flexibility and benefits of virtual training. Defense Acquisition University 2014 Annual Report

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22 2014 ACQUISITION INSIGHT FOCUS DAY TRAINING EVENT DAU hosted the 2014 Defense Acquisition Insight Focus Days training event at the Air Force Institute of Technology, Wright-Patterson Air Force Base, Dayton, Ohio, March The event, titled Delivering Life Cycle Excellence in Today s Environment, brought together senior leaders and subject matter experts to address more than 700 acquisition professionals from Wright-Patterson AFB and the local defense industry. An additional 300 attendees participated via video teleconference from Air Force Materiel Command (AFMC) locations throughout the world, including Eglin, Gunter, Hanscom, Hill, Lackland, Peterson, Robins, and Tinker Air Force Bases. The Honorable Alan Estevez, Principal Deputy Under Secretary of Defense for Acquisition, Technology, and Logistics, delivered the keynote address. In addition to numerous high-level speakers and panelists, the conference featured more than 40 breakout sessions aligned with the focus areas of life-cycle management, affordability, and efficiency, providing attendees numerous opportunities to increase their knowledge of vital acquisition topics. ACQUISITION, TECHNOLOGY, AND LOGISTICS (AT&L) PROGRAM EXECUTIVE OFFICER (PEO) WORKSHOP The Defense Acquisition University hosted the AT&L PEO Day on January 30, Attended by nearly all of the Department of Defense s (DoD) PEOs, the focus was on the observations from the Better Buying Power 2.0 efforts and the changes expected from the Interim DoDI update. 022 Defense Acquisition University 2014 Annual Report

23 DAU PRESENTS AT CYBERSECURITY SUMMIT DAU South faculty member Steve Mills presented an update on recently revised DoD cybersecurity policy and facilitated a robust question-and-answer session on cybersecurity to an audience of more than 100 participants during the 6th Annual North Alabama Cybersecurity Summit in Huntsville, Alabama, June 4 5. The presentation, Cybersecurity Policy Impacting DoD Program Managers, focused on the unique cybersecurity challenges faced by DoD program managers and their teams as they execute acquisition programs. DAU REPRESENTATIVE TAKES STAGE IN DATA RIGHTS FORUM DAU representative David Floyd participated in the 2014 Data Rights Forum, a conference that provides government and industry representatives an opportunity to discuss intellectual property and technical data rights. Floyd, from DAU s Logistics and Sustainment Center, served as a member of a panel on Life-Cycle Sustainment Options and Incentivizing Contractor Investment in which he discussed evolving DoD data rights policy and strategies reflected in the Interim DoDI , Operation of the Defense Acquisition System, Better Buying Power 2.0, and the current development of the new LOG 215 Technical Data Management distance learning course. Additionally, he took several opportunities to address the new Intellectual Property Strategy a requirement starting at Milestone A which helps to ensure that all technical data, computer software, and associated license rights required for procurement and sustainment of a system are available throughout the system s life cycle SUMMER ACQUISITION UPDATE DAU s South Region conducted a 2014 Summer Acquisition Update in Huntsville, Alabama, July 1 2. The event s 40 training sessions presented relevant, up-to-date information on topics including earned value management, leadership skills, the Better Buying Power initiatives, cybersecurity, defense exportability, international programs, and costbenefit analysis. More than 600 participants from major commands and acquisition organizations at Redstone Arsenal, as well as industry personnel from the Huntsville community, attended the event, cumulatively earning more than 2,000 Continuous Learning Points (CLPs). Continuous Learning 023

24 ACQUISITION TRAINING SYMPOSIUM DAU hosted an Acquisition Training Symposium, Achieving Better Acquisition Outcomes in Austere Times Improved Processes, Reduced Overhead, at the Fort Belvoir, Virginia, campus April 8. The event was also simulcast to 25 additional sites across the country, which enabled more than 800 acquisition professionals from both government and industry to participate in the DAU Alumni Associationsupported forum. The Honorable Frank Kendall, USD(AT&L), delivered the keynote address. Myles Walton, senior aerospace/defense analyst at Deutsche Bank, spoke on Future Economic and Business Trends and their Impact on U.S. Defense Acquisition; and Stan Soloway, president of the Professional Services Council, chaired an industry panel on Driving Unnecessary Costs Out of the Services Acquisition Process. Participants selected from a series of training sessions on topics that included agile program management; a DoDI 5000-series update; the future of defense acquisition; tacit learning; maintaining readiness and enabling cost reduction through infrastructure sizing and shaping; and improving the professionalism of the Defense Acquisition Workforce. Continuous Learning Module Completions and Offerings The success of Defense acquisition depends on every member of the Defense Acquisition workforce being familiar with the latest policies, procedures, and acquisition initiatives. DoD policy requires workforce members to earn 80 continuous learning points every 24 months to maintain currency in their career field. DAU ensures this information is available to the workforce by offering the acquisition community numerous Continuous learning opportunities, including immediate online access to more than 300 Continuous Learning Modules. During FY14, the workforce completed 672,717 Continuous Learning Modules. 024 Defense Acquisition University 2014 Annual Report

25 DAU ALUMNI ASSOCIATION The DAU Alumni Association provides a means for professional growth and continued learning, within the defense acquisition community, and promotes DAU s reputation as a world-class acquisition-learning resource. The Alumni Association brings together the best people, ideas, experiences, and skills for improving defense systems acquisition. The Board of Directors is composed of the following industry and government acquisition professionals: First Row: Wayne Glass, Anne Bauman, William Bahnmaier, Mary Redshaw, and Paul Lee; Second Row: Paul Alfieri, Ron Quinter, Lenn Vincent, Barry Breindel, and Joseph Johnson; Third Row: Michael Dorohovich, Roy Wood, and John Lawless Clockwise from top: Phyllis Roberts, Frank Anderson, Katherine Ma, Chip Linnemeier, Judith Oxman, Chris Feudo, and Shaw Cohe. President...William Bahnmaier VP Operations...Wayne Glass VP Membership...Anne Bauman VP Symposium...Shaw Cohe VP Communications...Michael Dorohovich Secretary...Chip Linnemeier Treasurer...Mary Redshaw Director at Large...Barry Breindel Director at Large/ Assistant Treasurer...John Lawless Director at Large...Chris Feudo Director at Large...Judith Oxman Associate Board Member...Frank Anderson Associate Board Member...Richard Hayes Associate Board Member...Lenn Vincent Associate Board Member...Phyllis Roberts Associate Board Member...Katherine Ma Army Representative...Ron Quinter Marine Representative...Paul Lee Navy Representative...Michael Hocker Air Force Representative...Chip Linnemeier DAU Liaison...Joseph Johnson Past President...Jeff McKeel THE ASSISTANT SECRETARY OF DEFENSE FOR ACQUISITION, KATHARINA McFARLAND, RECEIVED THE DAVID D. ACKER SKILL IN COMMUNICATION AWARD Bill Bahnmaier, president of the DAU Alumni Association presented the David D. Acker Skill in Communication Award to Assistant Secretary of Defense for Acquisition, Katharina McFarland for developing unique initiatives to achieve greater effectiveness and efficiency in the defense acquisition system. Also noted were her dedication and commitment to increase the professionalism of the total acquisition workforce with the introduction of the Acquisition Workforce Qualification Initiative, and her inculcation of cost consciousness and affordability across the acquisition community. The Acker Award is the most prestigious of the awards sponsored by the DAU Alumni Association and was created in memory of the late David Acker, a staff specialist in the Directorate of Defense Research and Engineering who played an active role in preparing the charter for the original Defense Systems Management College. The Acker Award is presented annually to an individual who has promoted and communicated acquisition management and leadership excellence to the acquisition workforce. Continuous Learning 025

26 NEW CONTINUOUS LEARNING MODULES Each year, DAU reviews its Continuous Learning modules to ensure currency. As new acquisition policies or focus areas emerge, DAU develops new modules to keep the workforce up to date. In FY14, DAU developed nine new modules and moved five modules from the Business area to a new category, Earned Value Management. PRODUCT SUPPORT ARRANGEMENTS CLL 021 The product support arrangements continuous learning module provides the product support manager with an understanding of the policies, processes, roles, and responsibilities of the various organizations that participate in the development of product support arrangements including the warfighter, the program manager, the product support integrator(s) and the product support provider(s). PROVISIONING AND CATALOGING CLL 038 This continuous learning module provides instruction on the basics of provisioning and cataloging as an integral part of identifying and fielding initial and replenishment spares in support of weapon system product support and sustainment. DESIGNING AND TRANSPORTABILITY CLL 045 SUSPENSION AND DEBARMENT CLC 065 Intended for federal contracting professionals, this module teaches the fundamental concepts associated with suspension and debarment in the Federal Government. It covers the bases, causes, and effects of suspension and debarment, Government roles and responsibilities, and the System for Award Management Exclusions. TECHNOLOGY TRANSFER CLE 069 This continuous learning module enables students to apply the principles of technology transfer to the technologies they are developing with the end goal of increasing the rate of technology transfer. The overall objective of the Designing for Transportability continuous learning module is to familiarize program managers, life-cycle logisticians, product support managers, systems engineers, and other defense acquisition members with the approval and certification processes used to ensure the safe and effective transportability of vehicles and equipment. SYSTEM RETIREMENT, MATERIEL DISPOSITION, RECLAMATION, DEMILITARIZATION AND DISPOSAL CLL 051 This module provides the product support manager and life-cycle logisticians familiarity with the terms, activities, and participating organizations associated with system retirement, materiel disposition, reclamation, demilitarization, and disposal. 026 Defense Acquisition University 2014 Annual Report

27 INTRODUCTION TO EARNED VALUE MANAGEMENT CLV 016 (formerly CLB 016) This module introduces the basics of earned value management (EVM) as it relates to acquisition program management. It covers the five independent earned value variables and the three most common EVM metrics. PERFORMANCE MEASUREMENT BASELINE CLV 017 (formerly CLB 017) This module introduces the earned value management language and processes associated with development of the performance measurement baseline. EARNED VALUE AND FINANCIAL MANAGEMENT REPORTS CLV 018 (formerly CLB 018) This module reviews the most common DoD data reports associated with earned value management, cost estimating, and financial management. ESTIMATE AT COMPLETION CLV 019 (formerly CLB 019) The Estimate at Completion module reviews the process for computing an estimate at completion range when given earned value management data. It defines the meaning of the cost performance index, the schedule performance index, and the to-complete performance index (TCPI) earned value. BASELINE MAINTENANCE CLV 020 (formerly CLB 020) The Baseline Maintenance module reviews the concepts associated with performance measurement baseline maintenance. It reviews the five earned value management system guidelines and three common terms associated with baseline maintenance. SERIALIZED ITEM MANAGEMENT (SIM) CLM 201 Students gain an understanding of Serialized Item Management (SIM), which is used to enable effective and efficient management of material throughout its life-cycle. FUNDAMENTALS OF GFR AND GGR CLX 110 This continuous learning module presents information on acquisition and contracting, ground and flight operations, contractor procedures, assessments, and safety and mishaps. It is one component of the overall Government Flight Representative (GFR) and Government Ground Representative (GGR) training program. This module is primarily intended for U.S. military officers or Government civilians in aviation positions who are assigned to a threeyear tour in their respective Defense Contract Management Agency (DCMA) or Service position as well as private sector contractor personnel who seek to learn about the duties and responsibilities of GFRs and GGRs. FUNDAMENTALS OF AVIATION SAFETY OFFICER RESPONSIBILITIES CLX 130 This continuous learning module gives the Aviation Safety Officer the information needed to successfully perform the duties and responsibilities of that position, including the applicable laws, regulations, and guidance, as well as applicable processes and procedures. Continuous Learning 027

28 BUSINESS CLB 007 CLB 008 CLB 009 CLB 010 CLB 011 CLB 014 CLB 016 CLB 017 CLB 018 CLB 019 CLB 020 CLB 023 CLB 024 CLB 025 CLB 026 CLB 029 CLB 030 CLB 031 CLB 032 CLB 033 CLB Cost Analysis Program Execution Planning, Programming, Budgeting, and Execution and Budget Exhibits Congressional Enactment Budget Policy Acquisition Reporting Concepts and Policy Requirements Introduction to Earned Value Management Performance Measurement Baseline Earned Value and Financial Management Reports Estimate at Completion Baseline Maintenance Software Cost Estimating Cost Risk Analysis Introduction Total Ownership Cost Forecasting Techniques Rates CONTRACTING CLC 001 CLC 003 CLC 004 CLC 005 CLC 006 CLC 007 CLC 008 CLC 009 CLC 011 CLC 013 CLC 020 CLC 023 CLC 024 CLC 025 CLC 026 CLC 027 CLC 028 CLC 030 Data Collection and Sources Time Phasing Techniques Force Structure Costing Databases for the Cost Estimate Probability Trees CONTINUOUS LEARNING MODULES Defense Subcontract Management Sealed Bidding Market Research Simplified Acquisition Procedures Contract Terminations Contract Source Selection Indirect Costs Service-Disabled, Veteran-Owned Small Business Program Contracting for the Rest of Us Services Acquisition Commercial Item Determination Commercial Item Determination Executive Overview Basic Math Tutorial Small Business Program for Contracting Officers Performance-Based Payments Overview Buy American Act Past Performance Information Essentials of Interagency Acquisitions/Fair Opportunity Defense Acquisition University 2014 Annual Report CLC 031 CLC 033 CLC 035 CLC 036 CLC 037 CLC 039 CLC 040 CLC 041 CLC 042 CLC 043 CLC 044 CLC 045 CLC 046 CLC 047 CLC 051 CLC 052 CLC 054 CLC 055 CLC 056 CLC 057 CLC 058 CLC 060 CLC 061 CLC 062 CLC 063 CLC 064 CLC 065 CLC 102 CLC 103 CLC 104 CLC 106 CLC 107 CLC 108 CLC 110 CLC 112 CLC 113 CLC 114 CLC 120 CLC 125 CLC 131 CLC 132 CLC 133 CLC 206 CLC 222 Reverse Auctioning Contract Format and Structure for DoD e-business Environment Other Transaction Authority for Prototype Projects: Comprehensive Coverage Other Transaction Authority for Prototype Projects Overview A-76 Competitive Sourcing Overview Contingency Contracting Simulation: Barda Bridge Predictive Analysis and Scheduling Predictive Analysis and Systems Engineering Predictive Analysis and Quality Assurance Defense Priorities and Allocations System Alternative Dispute Resolution Partnering Green Procurement Contract Negotiation Techniques Managing Government Property in the Possession of Contractors Contracting with Canada Electronic Subcontracting Reporting System (esrs) Competition Requirements Analyzing Contract Costs Performance-Based Payments and Value of Cash Flow Introduction to Contract Pricing Time and Materials Contracts Online Representations and Certifications Application (ORCA) Intra-Governmental Transactions Sole Source Proposal Technical Evaluations Wage Determinations for Service and Construction Contracts Suspension and Debarment* Administration of Other Transactions Facilities Capital Cost of Money Analyzing Profit or Fee Contracting Officer s Representative (COR) with a Mission Focus OPSEC Contract Requirements Strategic Sourcing Overview Spend Analysis Strategies Contractors Accompanying the Force Procedures, Guidance, and Information Contingency Contracting Officer Refresher Utilities Privatization Contract Administration Berry Amendment Commercial Item Pricing Organizational Conflicts of Interest Contract Payment Instructions Contracting Officer s Representative in a Contingency Environment Contracting Officer s Representative Course

29 ENGINEERING AND TECHNOLOGY CLE 001 CLE 003 CLE 004 CLE 006 CLE 007 CLE 008 CLE 009 CLE 010 CLE 012 CLE 013 CLE 015 CLE 016 CLE 017 CLE 018 CLE 021 CLE 022 CLE 023 CLE 025 CLE 026 CLE 028 CLE 029 Value Engineering Technical Reviews Introduction to Lean Enterprise Concepts Enterprise Integration Overview Lean Six Sigma for Manufacturing Six Sigma: Concepts and Processes ESOH in Systems Engineering Privacy Protection DoD Open Systems Architecture (OSA) Modular Open Systems Approach to DoD Acquisition Continuous Process Improvement Familiarization Outcome-Based Performance Measures Technical Planning E3 and Spectrum Supportability for Acquisition Professionals Technology Readiness Assessments Program Manager Introduction to Anti-Tamper Modeling and Simulation for Test and Evaluation Information Assurance (IA) Trade Studies Market Research for Engineering and Technical Personnel Testing in a Joint Environment CLE 032 Sustainable Manufacturing for DoD Part 1 CLE 034 CLE 035 CLE 036 CLE 037 CLE 038 CLE 039 CLE 040 CLE 041 CLE 045 CLE 046 CLE 047 CLE 060 CLE 062 CLE 063 CLE 064 CLE 065 CLE 066 CLE 067 CLE 068 CLE 069 DIACAP: Understanding the DoD Information Assurance Certification and Accreditation Process Introduction to Probability and Statistics Engineering Change Proposals for Engineers Telemetry Time Space-Position Information (TSPI) Environmental Issues in Testing and Evaluation IUID Marking Software Reuse Introduction to DoD Science and Technology Management Fundamentals of Executing a JCTD Project Grounding, Bonding, and Shielding Practical Software and Systems Measurement Human Systems Integration (HSI) Capability Maturity Model-Integration (CMMI) Standardization in the Acquisition Life Cycle Standardization Documents Systems Engineering for Systems of Systems Strategic Material Selection: Chemical Ranking System Intellectual Property and Data Rights Technology Transfer* CLE 070 CLE 201 ISO 9000 CLE 301 Corrosion and Polymeric Coatings Reliability and Maintainability GOVERNMENT PURCHASE CARD CLG 001 CLG 004 CLG 005 CLI 001 DoD Government Purchase Card DoD Government Purchase Card Refresher Training Purchase Card Online System (PCOLS) INTERNATIONAL ARMAMENTS AND INFORMATION EXCHANGE CLI 002 CLI 003 CLI 004 CLI 005 CLI 006 CLI 007 LOGISTICS CLL 001 CLL 002 CLL 003 CLL 004 CLL 005 CLL 006 CLL 007 CLL 008 CLL 011 CLL 012 CLL 013 CLL 014 CLL 015 CLL 016 CLL 017 CLL 018 CLL 019 CLL 020 CLL 021 CLL 022 CLL 023 CLL 024 International Armaments Cooperation (IAC), Part 1 International Armaments Cooperation (IAC), Part 2 International Armaments Cooperation (IAC), Part 3 Information Exchange Program (IEP), DoD Generic RDT&E (IEP) Army-Specific RDT&E (IEP) Navy-Specific Technology Transfer and Export Control Life Cycle Management and Sustainment Metrics Defense Logistics Agency Support to the Program Manager Supportability Test and Evaluation Life Cycle Logistics for the Rest of Us Developing a Life-Cycle Sustainment Plan (LCPS) Depot Maintenance Partnering Lead Free Electronics Impact on DoD Programs Designing for Supportability in DoD Systems Performance-Based Life-Cycle Product Support Supportability Analysis DoD Packaging Joint Systems Integrated Support Strategies (JSISS) Product Support Business Case Analysis (BCA) Joint Logistics Introduction to Defense Distribution Joint Deployment Distribution Operations Center (JDDOC) Technology Refreshment Planning Independent Logistics Assessments Product Support Arrangements* Title 10 Depot Maintenance Statute Overview Title 10 USC 2464 Core Statute Implementation Title 10 Limitations on the Performance of Depot- Level Maintenance (50/50) New Modules in FY14 are in bold text. Continuous Learning 029

30 CONTINUOUS LEARNING MODULES CLL 025 CLL 026 CLL 029 CLL 030 CLL 032 CLL 033 CLL 034 CLL 035 CLL 036 CLL 037 CLL 038 CLL 039 CLL 040 CLL 041 CLL 042 CLL 043 CLL 045 CLL 046 CLL 051 CLL 054 CLL 055 CLL 056 CLL 057 CLL 058 CLL 062 CLL 119 CLL 120 CLL 201 CLL 202 CLL 203 CLL 204 CLL 205 CLL 206 Depot Maintenance Inter-Service Support Agreements (DMISA) Depot Maintenance Capacity Measurement Condition-Based Maintenance Plus (CBM+) Reliability-Centered Maintenance (RCM) Preventing Counterfeit Parts from Entering the DoD Supply System Logisticians Responsibilities During Technical Reviews SLAMIS (SSN-LIN Automated Management and Integrating System) Operating and Support Cost Estimating for the Product Support Manager Product Support Manager (PSM) DoD Supply Chain Fundamentals Provisioning and Cataloging* Product Support Requirements Identification Business Case Analysis Tools Life Cycle Cost (LCC) Analysis Tools Supportability Analysis Techniques, Procedures, and Tools Green Logistics: Planning for Sustainability Designing for Transportability* The Twelve Integrated Product Support Elements System Retirement, Materiel Disposition, Reclamation, Demilitarization and Disposal* Joint Task Force Port Opening (JTF-PO) Joint Deployment and Distribution Performance Metrics Framework Sustainment of Software Intensive Systems Level of Repair Analysis Introduction Level of Repair Analysis Theory and Principles Counterfeit Prevention Awareness Technical Refreshment Implementation Introduction to DoD Shelf-Life Diminishing Manufacturing Sources and Material Shortages (DMSMS) Fundamentals Diminishing Manufacturing Sources and Material Shortages (DMSMS) Executive Overview Diminishing Manufacturing Sources and Material Shortages (DMSMS) Essentials Diminishing Manufacturing Sources and Material Shortages (DMSMS) Case Studies Diminishing Manufacturing Sources and Material Shortages (DMSMS) for Technical Professionals Introduction to Parts Management ACQUISITION MANAGEMENT AND PROGRAM MANAGEMENT CLM 003 CLM 005 Overview of Acquisition Ethics Industry Proposals and Communication CLM 012 CLM 013 CLM 014 CLM 016 CLM 017 CLM 021 CLM 023 CLM 024 CLM 025 CLM 030 CLM 031 CLM 032 CLM 033 CLM 034 CLM 035 CLM 037 CLM 038 CLM 039 CLM 040 CLM 044 CLM 047 CLM 048 CLM 049 CLM 051 CLM 055 CLM 056 CLM 057 CLM 059 CLM 071 CLM 072 CLM 073 CLM 074 CLM 075 CLM 076 CLM 077 CLM 103 CLM 200 CLM 201 CLM 500 Scheduling Work-Breakdown Structure (WBS) Integrated Product Team (IPT) Management and Leadership Cost Estimating Risk Management Introduction to Reducing Total Ownership Costs (R-TOC) DAU AbilityOne Contracting Contracting Overview Commercial-Off-The-Shelf (COTS) Acquisition for Program Managers Common Supplier Engagement Improved Statement of Work Evolutionary Acquisition DAWIA II Science and Technology Lesson from PMT 352A Environmental Safety and Occupational Health Lesson from PMT 352A Physical Inventories Corrosion Prevention and Control Overview Foundations of Government Property Proper Financial Accounting Treatments for Military Equipment (PFAT4ME) Radio Frequency Identification (RFID) Fiscal and Physical Accountability and Management of DoD Equipment Audit Readiness Requirements for DoD Equipment Procurement Fraud Indicators Time Management Program Leadership Portfolio Management Joint DoD-DOE Nuclear Weapons Life Cycle Activities Small Business Program for Program Managers Introduction to Data Management Data Management Strategy Development Data Management Planning System Technical Data and Computer Software Rights Data Acquisition Data Markings Data Management Protection and Storage Quality Assurance Auditing Item-Unique Identification (IUID) Serialized Item Management (SIM)* ADL Implementation for Defense Acquisition Professionals 030 Defense Acquisition University 2014 Annual Report