Urgent Capability Acquisition

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Pre-Development

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Each page in this pathway presents a wealth of curated knowledge from acquisition policies, guides, templates, training, reports, websites, case studies, and other resources. It also provides a framework for functional experts and practitioners across DoD to contribute to the collective knowledge base. This site aggregates official DoD policies, guides, references, and more.

DoD and Service policy is indicated by a BLUE vertical line.

Directly quoted material is preceeded with a link to the Reference Source.

Purpose

Reference Source: DoDI 5000.81

Assess and select a course or courses of action (COA or COAs) to field a quick reaction capability and to develop an acquisition approach.

Initiation

Reference Source: DoDI 5000.81

Receipt of either a validated UON, approval of a critical warfighter issue statement by the Co-chairs of the Warfighter SIG, or a SecDef or DepSecDef RAA determination document.

Activities

Reference Source: DoDI 5000.81

CAE appoints PM and designates an MDA. If DAE retains MDA authority, the DAE will appoint a PM or ask a CAE to do so.

PM, in collaboration with user and requirements validation authority:

    • Assesses the required capability and non-materiel options
    • Determines performance thresholds; ensures they are testable
    • Performs an analysis of potential courses of action, if not already performed, that considers:
        • The range of feasible capabilities, near, mid, and long term, to include consideration of an existing domestic or foreign-made capability.
        • The acquisition risk (cost, schedule, and performance) and the operational risk of each solution.
        • The operational risk to the requesting commander if an effective solution is not deployed in the time specified by the commander.
    • Assesses and documents safety and supportability risks.
    • Presents recommended COA to MDA and requirement validation authority

MDA selected COA documented in ADM (more than one COA may be selected to provide phased or incremental fielding of capabilities).

Acquisition Strategy

Reference Source: DoDI 5000.81

PM develops draft acquisition strategy (must include planning for O&S) and APB for each COA

The acquisition strategy will comply with the information requirements applicable to ACAT II and ACAT III programs available online at https://www.dau.edu/mdid/Pages/Default.aspx:

    • Table 2. “Milestone and Phase Information Requirements.”
    • Table 6. “Exceptions, Waivers, and Alternative Management and Reporting Requirements.”
    • Table 10. “Information Requirements Unique to the Urgent Capability Acquisition Process” (also shown in Table 1 of DoDI 5000.81).

A streamlined, highly-tailored strategy consistent with the urgency of the need will be employed. Regulatory requirements will be tailored or waived, as appropriate.

The tailored acquisition strategy should be brief and contain only essential information, such as resourcing needs and sources; key deliverables; performance parameters; key risks and mitigation approaches; a production schedule; a fielding schedule; contracting methodology and key terms; and preliminary plans for performance assessment of the capability and its supportability, to include software.

When designing the acquisition strategy, the PM, in collaboration with the requesting operational commander or sponsoring user community representative will determine whether an operational prototype is necessary to reduce operational risk and, if so, include this determination and a notional assessment approach in the acquisition strategy.

Intellectual Property (IP) Planning

Reference Source: DODI 5010.44 IP Acquisition and Licensing, Section 1.2., Oct 2019

 

Integrate Intellectual Property (IP) planning fully into acquisition strategies and product support strategies to protect core DoD interests over the entire life cycle. Seek to acquire only those IP deliverables and license rights necessary to accomplish these strategies, bearing in mind the long-term effect on cost,competition, and affordability.

 

Weapon and information systems acquired by DoD in support of the warfighter are, and will be, increasingly dependent on technology for its operation, maintenance, modernization, and sustainment. Acquiring and licensing the appropriate IP is vital for ensuring the systems will remain functional, sustainable, upgradable and affordable. Because balancing the interests of the U.S. Government and industry in IP can be diffcult, early and effective understanding, planning, and communications between the U.S. Government and industry is critical, as is ensuring delivery, acceptance, and management of the necessary IP deliverables (e.g., technical data and computer software), with appropriate license rights. The DoD requires fair treatment of IP owners, and seeks to create conditions that encourage technologically advanced solutions to meet DoD needs.

What's Changed?

New/revised text from DoDI 5000.02, Enclosure 13, January 2015, is highlighted in red; deletions are shown as strikethrough text.

 

  • CAE appoints PM and designates an MDA. If DAE retains MDA authority, the DAE will appoint a PM or ask a CAE to do so.
  • PM, in collaboration with user and requirements validation authority:
    • Assesses the required capability and non-materiel options
    • Determines performance thresholds; ensure they are testable
    • Performs an analysis of potential courses of action, if not already performed, that considers:
      • The range of feasible capabilities, near, mid, and long term, to include consideration of an existing domestic or foreign-made capability.
      • The acquisition risk (cost, schedule, and performance) and the operational risk of each solution.
      • The operational risk to the requesting commander if an effective solution is not deployed in the time specified by the commander.
    • Assesses and documents safety and supportability risks
  • Presents recommended COA to MDA and requirement validation authority
  • MDA selected COA documented in ADM (more than one COA may be selected to provide phase or incremental fielding of capabilities
  • PM develops draft acquisition strategy (must include planning for O&S) and APB for each COA
  • The acquisition strategy will comply with the requirements in Table 11 of this enclosure and the items in Table 2 of Enclosure 1 that are required for ACAT II and III programs (unless modified by Table 11);  information requirements applicable to ACAT II and ACAT III programs available online at https://www.dau.edu/mdid/Pages/Default.aspx: 
    • Table 2. “Milestone and Phase Information Requirements.”
    • Table 6. “Exceptions, Waivers, and Alternative Management and Reporting Requirements.”
    • Table 10. “Information Requirements Unique to the Urgent Capability Acquisition Process” (also shown in Table 1 of DoDI 5000.80).
  • A streamlined, highly-tailored strategy consistent with the urgency of the need will be employed. Regulatory requirements will be tailored or waived, as appropriate.
  • The tailored acquisition strategy should be relatively brief and contain only essential information, such as resourcing needs and sources; key deliverables; performance parameters; key risks and mitigation approaches; a production schedule; a fielding schedule; contracting methodology and key terms; and preliminary plans for performance assessment (which may or may not include test and evaluation ), deployment, training and sustainment. of the capability and its supportability, to include software.
  • When designing the acquisition strategy, the PM, in collaboration with the requesting operational commander or sponsoring user community representative will determine whether an operational prototype is necessary to reduce operational risk and, if so, include this determination and a notional assessment approach in the acquisition strategy.