DoD Program Acquisition Strategy Support

Challenge

Department of Defense acquisition strategy development and documentation is a complex process taking up to two years and 20+ full-time equivalent personnel to achieve per a Government Accountability Office (GAO) analysis. U.S. military clients look to Guidehouse to help establish weapon system programs to be successful throughout their life cycle by establishing a strong foundation based on the Department of Defense Instruction (DoDI) 5000.02. In one example, the challenge was to develop a traditional acquisition strategy and cost estimate for a Major Capability Acquisition (MCA) Pathway to upgrade the avionics for an airlift program. In a second example, the challenge was to create a tailored acquisition strategy for the Middle Tier of Acquisition (MTA) Pathway Rapid Fielding of a new fighter aircraft.

Solution

Guidehouse approached the challenge based on our mission statement, to work side-by-side with our clients to solve big problems, build trust, and empower our clients to shape the future. Our goal as a firm is to always know the map, the DoDI 5000.02, as well as the terrain, knowing how to comply with statutory/regulatory policy while also shaping a program to be successful. Through our extensive experience within weapons system program offices across Department of Defense, we’ve built a team that not only delivers products, but does so while working hand-in-hand with the client and walking with them through the terrain. This approach was used to support the MCA strategy development and cost estimate for the airlift avionics modernization effort.

Since the MTA Pathway was a new authority and guidance was limited, Guidehouse pioneered a tailored strategy to meet regulatory and statutory requirements. Based on our extensive knowledge of DoDI 5000.02 practices and program management subject matter of expertise, we researched the applicable statues, regulations, and DoD policy papers to develop a tailored acquisition strategy covering program management, contracting, systems engineering, environmental planning, program protection, product support, and test evaluation. This approach was used to support the MTA strategy for the new fighter.

Impact

In both cases, Guidehouse developed milestone documentation approved by the Milestone Decision Authority in approximately half the normal time and with half the average team size than the GAO study would indicate is needed. In addition, we provided a well-supported Program Office Estimate that set the airlift avionics program up for success by establishing the budget that was easily defended against cuts from the House Appropriations Committee and Senate Appropriations Committee. Finally, Guidehouse helped build the first MTA Rapid Fielding strategy, enabling initial aircraft delivery just nine months after contract award and successful transition from the MTA Rapid Fielding Pathway to the MCA Pathway — a first for DoD.