NATIONAL DEFENSE BUSINESS INSTITUTE PROPRIETARY INFORMATION Should Cost Estimating Procedures and Implementation Study, Phase II Interim Program Review Prepared for: Mr. Rob Pollock (SAF/AECO) November 28, 2012 Copyright © 2012 by University of Tennessee National Defense Business This document has been prepared by NDBI under contract #FA 7014 -10 -D-0012, Task Order 0002 for the United States Air Force. It is based on, and may contain, U. S. Government information; release or disclosure of this document or information contained herein will be determined by the United States Air Force.
Should Cost Phase II Interim Program Review Contents • • Bottom Line Up Front Study Scope Terms Should Cost Process Explained Resourcing and Governance Recommendations Study Delivery Plan Appendix 2 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Bottom Line Up Front • Phase 1 - Complete May 12 – Should cost analysis as negotiation tool > 40 years in defense acquisition – Variety of methods and means used for Should Cost estimate, deprive PMs of better buying power (BBP) benefits – Standardized process provides means of capturing BBP opportunities • Phase 2 - This study • • NDBI outlined a should cost process and developed a practical guide for PMs – Demonstrates PMs can achieve should cost benefits through disciplined focus on direct and indirect costs; potential efficiencies, government costs and strategic actions that enable BBP – Standardizing PM approach and process with organic resources simplifies achieving affordability and cost savings – Placing Should Cost “ownership” within a Program Control Function will minimize induced variance and provide long-term monitoring accuracy – Continuous Should Cost Estimating allows for clear view of program progress variation – Findings and recommendations were informed by previous case research Formidable obstacles to uniform, successful implementation of Should Cost estimating remain. – Method, steps and resourcing described here aid Air Force acquisition community in attaining BBP goals and improving return on investment Should Cost Phase II IPR is a snapshot of the study project as of the time briefed and is not a final product. The effort to date will benefit from and be informed by the views of the reviewers. 3 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Study Scope Develop a comprehensive Should Cost process for all levels of ACAT programs clearly outlining and explaining intent, process, and detailed steps to take as well as recommending personnel skill requirements crucial to achieve desired results. (F-22 3. 2 b software Should Cost effort used as an exemplar) • • Focus on exploiting results from phase one • Use traditional Air Force Should Cost estimating methodology to provide an organizational and streamlined procedure baseline • • Develop process for implementing the In-Progress Should Cost Estimating Process within PM’s capability Tailor procedures to the level of program complexity unique to the Acquisition Categories. Build plan to implement findings and conclusions in both the In-Progress Should Cost as well as the traditional Should Cost estimates tailored to ACATs 4 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Basic Terms Will and Should Cost Terminology • A transparent two-tiered cost, funding and management approach using two separate estimates • Will Cost Budget Baseline is a non-advocate budget – similar to Independent Cost Estimate - Parametrically derived - Provides sufficient resources to execute the program under normal conditions - Average levels of technical, schedule and program risk ( greater than 55 -60% confidence) - Sufficient funding to allow program completion without additional budgets - Baseline for potential Nunn-Mc. Curdy breaches • Should Cost Baseline estimates developed by the Program Office - Used as an internal management tool to incentivize performance to targets Based on realistic technical and schedule success oriented outcomes by implementing efficiencies, lessons learned and best practices Early should cost estimates drive affordability goals, later estimates identify cost savings Designed to drive productivity improvements Incorporates results of FAR/DFAR Should Cost review of direct and indirect costs 5 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Should Cost Estimating Process Built On Prior Studies Review findings and recommendations are informed by previous National Defense Business Institute studies, such as. . . Program Control (PC) • Strengthening the PC function would support Program Managers (PMs) with integrating various analyses and provide them the needed capability to make informed program decisions and tradeoffs, allowing PMs to anticipate problems and take appropriate steps early to find solutions Acquisition Strategy for Contract Success • Provides government decision makers with a repeatable documented formal process for developing business relationships based on current requirements at any acquisition phase MDAP Lessons Learned • Ensure decision makers have necessary information and an adequate understanding of implications to make quality decisions; implement proven program control functions; effectively track program performance, and secure appropriate stakeholder expertise Analysis of Indirect Costs • Examines the effect of indirect rates on program costs and challenge these rate “pools” pose to affordable delivery and government buying power And, more. . . . Use of disclosure of data contained on this page is subject to the restriction on the title page of this document. 6
Should Cost Phase II Interim Program Review Span Of Influence For Program Success Macro Congress Do. D/AT&L SECAF SAF/AQ/FM/Other AFMC/ Center Government PEO Micro PM Span of Influence (Direct and Indirect costs) Micro Macro Program Leadership Sector Corporate and Overheads Industry Multiple Contractors Air Force Wide Portfolio Do. D Wide Portfolio Span of influence for both government and contractors establishes context for program success 7 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Continuous Should Cost Estimating (SCE) Process Should Cost Enterprise Capability Survey Should Cost Implementation and Monitoring Develop Courses of Actions Develop Macro and Micro Opportunities Stratify Options Not Dependent on Milestone Events; Applies Continuously Throughout Program 8 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Continuous SCE Process Program office expertise and skill sets drive a successful Should Cost Event Should Cost Enterprise Capability Survey Start with Will Cost baseline • Programs use Develop Micro and Macro Opportunities PM’s develop target areas of interest • Initial alignment functional, domain across all and process expertise stakeholders on to identify areas program mission where value can be and requirements achieved at lower that can be reduced operating costs while • PM’s validate successfully requirements, and mitigating risks funding based on • Early, on-going accurate cost estimates collaboration between requirements and • SAF/AQ/FM input program offices improves ability to results in more resolve potential credible Program of issues Record Will Cost Baseline Stratify PMs stratify options consistent with program scope, balanced requirements, funding and schedule • Options are considered that modulate one or more of the above ensuring program successfully executes at Should Cost estimate • Independent reviews provide program office with added perspective Develop Courses of Action PM’s develop Should Cost skilled positions and put infrastructure in place to execute; nominally the program team responsible for delivering the Program of Record • Benchmarking between program office and contractor can foster open communication and alignment on set of prioritized issues Should Cost Implementation and Ongoing Monitoring PMs ensure Acquisition Strategy Plans and Request For Proposals enable Should Cost savings and implement through their program staffs, with specialized assistance secured where needed. • Should Costs are negotiated and contracts definitized per the requirements statement of the program of record 9 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Continuous Top Level SCE Process Should Cost Estimate seeks to drive productivity improvements into programs during contract negotiations and throughout program execution including sustainment; providing value at lower cost. The Process Continuous Should Cost analyses enables PM to scrutinize all elements of government and contractor costs and apply corrective measures to drive economic efficiencies 10 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Top Level SCE Process Expanded Basic Considerations: • Should Cost events are conducted on continuous basis as information becomes available as well as in support of key decisions • • • Stakeholder priorities and requirements have major impact on Should Cost The availability of data / knowledge and the skill set of the estimating team determines the actual estimating method used The program characteristics such as size and complexity of the program, determines the estimate class defining level of effort and consequently, the resources required to effectively conduct a Should Cost analysis Each Should Cost event can be treated as a project with a beginning and end Mirror the program acquisition and contract definitizing efforts Purpose for SCE Determine SC Objectives Program Characteristics Determine Estimate Class Stakeholders Input Select Estimating Method Determine Availability of Resources Acceptable Risk Prioritized Elements for Focus Availability & Validity of Data Tailor Estimating Method Document Method Assumptions and Ground Rules 11 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review SCE Process Methodology And Participants A “multi-discipline roadmap” leverages organizations with specific, chartered responsibility to help determine best values, efficiencies and opportunities to fully inform and underpin the Should Cost Review (SCR) Statute, Regulatory or Policy Initiates Identify Purpose for SCE Stakeholders Existing Program Reports Identify and Prioritize Elements for Focus Acquisition Event Identify Program Characteristics Acceptable Risk PBE or Annual SCE Event or Time Driven? Determine Availability and Validity of Data Determine SCE Ground Rules and Assumptions Acquisition Event H/W Services Determine SCE Structure Personnel Skillsets and Qualifications Existing Databases Identify Team and Funding Identify SCE Monitoring and Management Tasks Participants Existing Information Key Questions Identify Closeout Actions & Plan Identify Report Generation Plan Program Control Metrics Tools Structure 12 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review SCE Process Program Success Objectives Considerations Challenge: Should cost estimating must address not only steady state, but what it takes to achieve a lowest “could cost. ” • • • Recurring cycle with Will Cost establishing the program contractual baseline; Should Cost better buying power affordability targets Program undertakes defined initiatives to deliver value, affordability at lower Total Obligated Amounts (TOA) Initiatives comprised of direct, and indirect expense – Direct = most controllable, such as direct labor • • – Indirect = less controllable, but sizable long-term savings can accrue to both the Air Force, and contractor, such as certain overhead expenses Portfolio management and strategic sourcing can exponentially increase value at lower TOA, with corresponding contractor efficiency gains improving global competitiveness The program draws upon multifunctional resources to continuously challenge cost growth and drive affordability – Air Force driven program expenditures must receive equal scrutiny 13 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review SCE Process Key Programmatic PM Inquiries Types of specific questions PMs must ask that drive cost: Technical Considerations; Meeting Warfighter Needs Program Resourcing Government Initiatives • Are the program requirements still valid? • Is engineering trade space available? • What technical aspects of the program appear to be driving costs? • Do alternative technologies or processes exist? • What are the potential savings? • Is the program structured and resourced properly? • What changes to organization, processes, schedule are needed? • Is there a budget profile that would make the program more efficient? • • What government activities, processes, or bureaucracy drive costs? • What data or deliverables are we requesting from the contractor? What individual or organization uses these? Are they useful and necessary? Are these actions necessary for program success or risk mitigation? Can they be waived, modified, or eliminated? Can modifications to the contract be made to help the contractor improve efficiencies? 14 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Specific Steps To Achieve Contract Negotiation Advantage Step 1: Use existing data Step 4: Validate analysis Step 2: Develop predictive model Step 5: Parametrically Derived cost objectives Step 3: Adopt appropriate efficiency initiatives Step 6: Negotiate Step 7: Implementation and metrics 15 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step One: Using Existing Data • Use and rely on existing data sources to develop composite assessment of program costs – – • Program Contract Data Requirements List (CDRL) data to date Senior leader presentations Contractor presentations Redacted (price) data from other programs Leverage on-going efforts – Independent Assessment where possible for broader perspective • major areas of potential cost savings • Deep-dive review of a couple initiatives – Form a Government team; create dialog with the contractor • major areas of potential cost savings • DCMA/DCAA/Others to identify indirect rates and incentive range 16 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Use And Integrate Existing Review Team Resources DCMA/DCAA Activities • Overhead Reduction Initiatives • Contract Surveillance Improvements AF/LCMC “Center” • Center-wide Best Practice Efficiencies • Contract Governance Efficiencies Level Activities Specific Program Activities • Cost Reduction Initiatives • Will Cost/Should Cost Budget Verification Contracting • Government Position for Negotiations (Program, SAF/AQ) • Cost Confidence for Target Ceiling and Share Ratios Activities Hardware/Software Production Leverage existing resources to satisfy multiple objectives • Comprehensive system-build review • Greater readiness and production confidence Use single Integrated should cost team to blend critical and existing skills; saves time , provides focus and greater access to information 17 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Two: Develop Predictive Model • • Develop predictive modeling method that accurately recreates present program costs – Factor analysis – Rate analysis (DCAA, DCMA) – Other government resource historical data Using parametric estimating; make efficiency and other adjustments in should-cost objective targets – Comparison to program actuals – Comparison to other government resource historical data Contractor interface (desired) to validate; run, and re-run the predictive model factoring in the should-cost objectives – Contractor involvement important, but if not; not a “showstopper” Develop parametric, objective based should cost – Combine results from all analyses 18 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Two: Develop Predictive Model (Cont. ) • • Estimates are essentially a cost model of a process, system or object Uncertainty and Sensitivity Analysis offer valid tools for characterizing the uncertainty associated with an estimate - Uncertainty analysis quantifies the uncertainty in the outcome of an estimate - Sensitivity analysis has the complementary role of ordering by importance the strength and relevance of the inputs in determining the variation in the output Existing parametric models exist – should be using same model that the program finance support office uses to ensure continuity of effort 19 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Three: Adopt Appropriate Efficiency Initiatives • • Identify program management efficiencies; candidate elements for cost reduction System Engineering Program Management LOE Airframe, Payload, Bus Assembly, Software development, Integration & Test, functional labor support & schedule, and much more. . Major subcontracts (establish dollar value) Long lead Production Resource loading Contract terms and conditions – CDRLS • • • – Compliance efficiencies Lean Manufacturing Optimized and integrated production schedules (Lean Manufacturing) Reduction in government expense (people, dollars and processes) 20 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Three: Adopt Appropriate Efficiency Initiatives (Cont. ) Cost Driver Direct Indirect Direct Program Complexity X X Contract Type X X Tech Maturity X X Manufacturing Maturity X Funding Stability X X Resource Availability X X Test Methodology X Delivery Location X Production/Deployment Rate X Required External Confidence X X RAM X CONOPS & OPTEMPO X Hazardous Materials X Recoverable Resources X Production Interruptions X Requirements Maturity/Stability X X Number of Reviews & Audits X X Performance Risk X X Contract Type Risk X X Program Oversight Cost Efficiency X Admin Capital Cost/ Facilities Capital X Security Level X X Competition X Program Management Technology development/substitution Testing Production Plant Equipment Costs sorted into direct or indirect categories then further decomposed into sub-categories Categories and sub-categories are compared against the MILSTD WBS templates to ensure all types of cost were adequately identified. Deployment Disposal Labor Utilities Externalities Exchange Rates Indirect Engineering support FCCM B&P IR&D Facilities Profit or fee Pensions and Benefits An Ishikawa analysis used to identify common cost drivers for each category Common cost drivers for all categories identified Table 3: Common Cost Drivers Should Cost uses the common cost drivers and historical information to inform the effort in order to concentrate on the most likely areas to maximize ROI 21 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Three: Adopt Appropriate Efficiency Initiatives (Cont. ) Program’s feasibility assessment. . one of dozens of methods Easy to Implement Hard to Implement Large Payoff Challenge Nearly Impossible (Really Tough) Small Payoff Possible Kill Content (Scope Or Practice) Time 22 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Three: Adopt Appropriate Efficiency Initiatives (Cont. ) Program Manager Identified Cost Drivers Type of Estimate will be Based on Fidelity Required Hardware, Software or Service Cost Drivers/Cost Issues Identify – Current Projected Cost, Corrective Action, Implementation Timeframe and potential savings Template can be automated and be used to identify most likely estimating method or populating common cost drivers from past programs under each cost category 23 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Three: Adopt Appropriate Efficiency Initiatives (Cont. ) • Intersect of Macro and Micro Opportunities. . what the program can reasonably pursue SCE LCMC Selected by the program to pursue 24 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Four: Validate Analysis • • Where data gaps exists, use comparable analysis with other government programs of similar scope and complexity Methods to bridge gap analysis: – Challenge basis for indirect costs – Benchmark similar programs; the government to leverage its purchasing power – Supply chain management challenges – Target pass-through and burdens on non-touch costs – Cost modeling Obtain appropriate available data from other government acquisition programs (benchmarking) – Efficiency comparison – Resource pooling – Procurement bundling and strategic sourcing Connect and tie to Production Readiness Review (PRR), or similar decision-event 25 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Five: Parametric Cost Analysis Specific objectives are identified and traceable to new, total cost Specific objectives expressed and linked Parametric cost analysis valuable for establishing affordability objectives. As actual costs become available subsequent cost savings will depend more on actual program costs. final price 26 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Six: Negotiations Based On Should Cost Estimates Opportunities and negotiations objectives expressed in terms of: • Near-term (within the current PM’s tenure) and long-term initiatives • Program driven (within the PM’s authority) • Service Driven (within Service SAE and secretary control) • Externally driven (outside the PM or Service control) illustrative Source: Implementing Will-Cost & Should-Cost Management, 16 Feb 2011, R. Davies, Dir PM&AE, and R. Woods, Technical Dir AFCAA 27 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Step Seven: Implementation Of Negotiated Baseline • • • Negotiated changes to the contract value are reported in recurring status reports Anticipated changes are closely monitored by appropriate means, such as future overhead reductions Emphasis is on execution and system delivery Maintain close relationship with functional organizations, including externals, such as audit Independent assessments, benchmarking and metrics can provide valuable insight 28 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Resourcing Competent Program Management Staff • Team number and composition impacts level of inquiry • Opportunity areas scaled to available resources/time illustrative 29 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Resourcing Program Experience And Crucial Skills Members # Organization Responsibilities Team lead 1 Program office Leadership Technical 3 Program Engineering staffing (LOE), deliverables (CDRLS), reports and analyses, program reviews, technical interchange meetings and test reductions, Earned Value Management (EVM), quality assurance and production illustrative Business and contracts 2 Program and Center PK Rates and factors, contract requirements and subcontract flow downs, EVM (shared with Technical), and all materials (both strategic sourcing as well as component delivery) Cost 2 Program Prime and subcontract pricing DCMA and DCAA 1 DCMA/DCAA @. 5 each Corporate overhead, rates and factors, escalations and all issues affecting the corporate disclosure statement Administrative and logistics 1 Program Scheduling all reviews, materials preparation, coordination and access requirements 30 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Governance needed to manage multiple expectations, provide status to leadership, minimize speculation and error, and efficiently lead should cost effort • • • Frequent communication with entire team Focus on cost drivers (Use Pareto 80/20 rule) Reliance on – Advisors – DCMA (DACO and Plant Reps) and DCAA – Business process teams (Contracts, Business Systems including EVM) • • Involving the industry partners, if at all possible Manage prime contractor expectations to avoid mis-communication and speculation Aggressive governance has potential to apply leadership to reduce wasted effort by eliminating redundant reviews and reports – can drive efficient level of effort. 31 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review SCE Managed In Program Control Function Estimating • • • Budgeting Creates and validates • cost and schedule estimates Maintains a current cost estimate and • documents reasons for changes to estimates as they occur Runs sensitivity • analyses and predicts results given program changes • Analyzing & Reporting l l l Compares program status to plans, budgets, estimates, and schedules Evaluates progress and determines the reasons for variations Prepares acquisition reports (e. g. MAR, DAES, SAR, etc. ) Prepares budget submission; submits forecasts for obligating funds Tracks allotted funds maintains Program Office’s financial records Proposes financial strategy; develops financial plans Helps with Scheduling • • • Determines schedules to fit program needs and constraints Tracks progress against schedules, reports deviations from plan, and evaluates the impact of possible solutions Interacts with budgeting function Forecasting l l l Determines probabilities l associated with the occurrence of predicted events Identifies potential problems and their impact Evaluates and recommends alternative l courses of action to program managers Configuration Management Planning l l Requirements Control Tracks status of l program requirements, evaluates impact of requirements changes and updates budget plans and schedules accordingly Prevents/mitigates ‘requirement creep’ Integrates, reviews, and maintains all budget plans and schedules Assists the program manager in initial program formulation and staffing l l Identifies and documents the functional and physical characteristics of a configuration item Requires rigorous systems engineering Controls changes to those characteristics Records and reports changes to processing and implementation status Recording/ Archiving Documents significant actions and decisions affecting the anticipated outcome of the program Data Management l Governs and controls the selection, preparation, acquisition, and use of data from contractors Recommend implementation of SCE be established within a program control function where competency to provide continuous, accurate and useful SCEs should be resident and within the PM’s management purview 32 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Should Cost Estimating Managed In Program Control Function With Program Control in Charge Without Program Control Influence l Task of integrating various analyses often falls solely to the program manager l Execution of program control function varies greatly from program to program l Data is often merely “reported”, rather than used as a management tool l Number of acquisition personnel with sufficient skill and experience in program control is diminishing PM is provided with quality, integrated program control analyses that allows them to make informed program decisions and tradeoffs l Program control is an integral function within Air Force acquisition, with clearly defined roles, responsibilities, and accountability l A high performing program control function allows program managers to anticipate problems, evaluate data, and mitigate risks l A strong pipeline of talent can effectively grow program control High quality analyses are not consistently conducted l l Findings from complementary studies indicate program control is a key element that can drive the entire Should Cost cycle for the Program Manager 33 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Summary Pursuit of lower cost, higher value acquisition solutions are here to stay. . • • Should Cost is relevant for all Air Force programs, irrespective of ACAT, and can improve return on investment and achieve affordability goals Early and frequent engagement and integration of financial management and contracting support critical to success A disciplined process and specific, sequential steps will aid in developing rigorous, sound estimates Achieving Should Cost values mirrors and relies on the acquisition system; basic contracting procedures apply Long-term monitoring is needed to ensure the program remains on the “glide slope” to achieving intended efficiencies and cost targets Efficiencies will be measured by affordability goals met and cost savings achieved Recommend program control function be established in every ACAT program and recurring should cost and ancillary acquisition training to develop and improve workforce skillsets A continuous should cost estimating process is a critical program management tool that keeps program managers informed better buying power achieved 34 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Study Delivery Plan Today 35 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Questions 36 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Backup 37 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Appendix - Acronyms • • • • • SCP – AFCAIG: Service Cost Position – Air Force Cost Analysis Independent Group NACA: None Advocate Cost Analysis ICE (CAPE): Independent Cost Estimate (Cost assessment Program Evaluation) MS Updates WC: Milestone Updates Will Cost Annual WC Updates: Annual Will Cost Updates CARD: Cost Analysis Requirements Description Should Cost (POE): Should Cost Program Office Estimate Contract T & C’s: Contract Terms and Conditions CDRL: Contract Data Requirement List PPBE: Program Planning Budget Execution POM: Program Objective Memorandum Ao. A: Analysis of Alternatives FFRDC: Federally Funded Research & Development Centers DCMA: Defense Contract Management Agency DCAA: Defense Contract Audit Agency CE: Cost Estimate KTR: Contractor 38 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Appendix – ACAT Templates 39 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Appendix – ACAT Templates (Cont. ) 40 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Appendix – ACAT Templates (Cont. ) 41 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
Should Cost Phase II Interim Program Review Appendix – Program SCE Implementation Landscape Air Force Will Cost/Should Cost—ACAT I, III Programs 42 Use of disclosure of data contained on this page is subject to the restriction on the title page of this document.
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