Control Systems Program Office (CAFSPO)

Challenge

The CAFSPO provides acquisition and maintenance support for Air Force Mission Support Systems throughout the world. The CAFSPO needed single-point management for a multidisciplinary support team of 16 separate companies and almost 200 people. The program office also wanted to improve team efficiency to successfully deal with emerging program requirements.

Solution

DRC developed and implemented the Single Enterprise Integrated Management (SEIM) Council to provide integrated resource management, foster SPO communications, and establish common resource standards and processes across the SPO. The SEIM Council facilitated partnerships among all program stakeholders, ensuring open communications and common resource practices/processes among all team members. The council was so successful that it provided the template for future ESC integration efforts.

DRC developed the Expense Tracking and Planning System (ETAP™), a cost reporting and control system. Each major office within the program office was provided with "read" access ETAPS, which was used to generate Funds and Man-Hours Expenditures Reports. The ETAPS Planning Software tracked SPO resource requirements not only by CLIN/ SubClin and ACRN, but also by allocated funding and expenditures by program, company, color of money, and individual.

These innovations were part of a full range of DRC technical support, which included evaluating and translating requirements, conducting design analysis, and monitoring development activities; integrating products into host weapon systems; evaluating system capabilities, reliability, and readiness; integrating, qualifying, operating, and supporting mission support products into C2 facilities and systems; developing detailed acquisition plans and documents to implement selected acquisition strategies; and coordinating current and emerging requirements with a broad national and international customer base.

Benefits/Achievements

DRC's CAF C2 SPO ITSP processes were instrumental in the disciplined processing of a heavy load of action requests, for example, approximately 257 requests in one year (168 personnel, 81 contract change, and 8 miscellaneous actions). Our support: (1) led to a cumulative cost avoidance of $6.5M over two years resulting from a 22% reduction in operating costs and overhead, (2) contributed to the CAF C2 SPO's selection as the 2001 Albert J. Shiely Award recipient for program management; and (3) contributed to the CAF C2 SPO's receipt of the DoD 2001 Value Engineering – Field Command Award for the $10M cost avoidance realized during the Marandua Radar Site installation.

Interested in more information?