Acquisition Transformation Project
Leveraging Acquisition for Efficient, Effective Mission Results
Presentation to
Advisory Panel on Streamlining and Codifying Acquisition Regulations
NDAA 2016 – Section 809
U.S. Chamber of Commerce
September 20, 2016
Presented by
Government Co-Chair, Dina Jeffers, Special Assistant to the Deputy Secretary for the Army for Procurement
Industry Co-Chair, Ann-Marie Johnson, Vice President, ASI Government
Advancing Government through Collaboration, Education and Action
Bottom Line Up Front:
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Abandon ‘old school’ approaches to
reforming defense procurement
Incorporate transformational thinking to
carrying out the Section 809 Panel mission
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Examples of transformational thinking
• Industry
o ParkMobile
o iTunes
• Government
o Category Management
o Services Acquisition Workshops
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The Beginning: Acquisition of the Future (AOF)
• A group of visionary acquisition-related government,
industry, associations, and academics spent more than a
year launching a federal-wide effort to:
o Digest global trends and current opportunities in acquisition and to
apply those trends toward defining a potential federal acquisition future
o Identify the participant’s collective aspirations for federal
acquisition in this new era
o Create a maturity model/transformation framework to provide a
language and method for designating a transformation aim point and a
roadmap to get there
o Strengthen the acquisition community relationships, communication
and collaboration opportunities, and support structures across
Departments
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Acquisition of the Future (AOF) Movement
Resulted in the Acquisition Transformation Guide
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Acquisition Transformation Framework
Charts the course from where you are to where you aspire to be
Dimensions
Buyer(s) –
Acquiring Team
Marketplace
Acquisition
Method
Culture
Externals
Attributes
Level 1
Level 2
Level 3
Level 4
Level 5
Passive
Reactive
Active
Proactive
Anticipatory
• Market Engagement
• Buyer-Supplier Relationship
• Supplier Participation
Restricted
Controlled
Accessible
Open
Optimizing
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Controlling
Monitoring
Collaborating
Partnering
Reinventing
Command &
Control
Participatory
Collaborative
Empowering
Agile
Imposed
Recommended
Cooperative
Consultative
Collaborative
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Mission Focus
Decision-Making
Data Use
Risk Acceptance
Competencies
Technology Support
Outcomes Orientation
Procurement Flexibility
Customer Relationship
Enterprise Perspective
Team
• Program-Acquisition
Relationship
• Leadership
• Governance
• Performance & Accountability
• Incentives & Rewards
• Innovation
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Oversight
Policymakers
Agency Legal Team
Citizens, Media & Beneficiaries
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What did AOF accomplish?
• Developed space and language to discuss what the
acquisition community aspires to be
• Created framework to help federal agencies make strategic
choices for transforming acquisition
• Digested global trends and current realities in acquisition
• Applied trends toward defining the future of federal
acquisition
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Today: Acquisition Transformation Project
• Part of the ACT/IAC Acquisition Community of Interest (COI)
• Problem to be Solved
 Half of all funding flows through acquisition
 Acquisition function is critical, powerful and underutilized lever
 Mission performance
 Efficiency and driving results
• Project Scope - All Federal Acquisitions
• Project Objectives
 Transformation – Smash silos: program, procurement, oversight,
industry
 Community Engagement – Gathering place for everyone who buys,
sells, and uses products and services purchased with taxpayer dollars
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What has Acquisition Transformation done?
• Established and Engaged Executive Champion Committee
o Defense: Army
o Civilian: GSA, DHS, VA, HHS
• Launched Pilot Projects to test and enhance the Guide
o GSA PBS Courthouse Construction
o Treasury Program Review
o DHS FEMA/FIMA
• Enhanced the AOF Transformation Guide
• Incorporated acquisition transformation into key conferences
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How can the Panel apply transformational
thinking?
• Focus on Outcomes
o Do not reform the acquisition process; transform the acquisition
process (think ParkMobile, think iTunes)
o Change people’s thinking, not only the regulations
• Legislation instructs panel to –
o streamline and improve efficiency and effectiveness
o maintain defense technology advantage
• Legislation does not require the panel to –
o stick to the current regulation construct
o limit your focus to procurement regulations
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Suggestions to the Panel
• Implement policies that encourage collaboration between
procurement and program officials
o Do not limit your focus to procurement regulations (FAR/DFARS)
o DoD 5000 series revisions must be part of improving acquisition
processes
• Focus on the ‘What’ and the ‘Why’
o Try to avoid the “How’
 Clean out the DFARS PGI
 Limit the ability to supplement the DFARS
• Make the exceptions the rule
o OTAs and Intergovernmental Support Agreements (FY13 NDAA)
o They are considered better because they are flexible, less prescriptive
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Suggestions to the Panel
• Allow room for NEW mistakes
o Practitioners learn by doing
o Protect them from audits
• Create an interactive forum that allows for –
o blogging
o uploading best practices/lessons learned
o ‘Ask the Professor’
• Talk to Industry Leaders
• Talk to Current Practitioners
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Suggestions to Panel
• Apply the Acquisition Transformation Framework
o Consider the “Externals” Dimension as you revise the regulations
o Initiate pilots using the AOF Transformation Guide
 Do not have to wait for legislative or regulatory updates
 Acquisition Transformation Team can manage and report back to panel
• AOF facilitator support
• Invite us back
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Questions
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Backup Slides
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Benefits of the Approach
1. Innovation
IPT-based Market Research improves business objectives advancing business
capabilities and models
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Example: PM-based Customer Experience (CX) objective shifts to customer journey
2. Efficiency
Aligning to a shared outcome brings goal clarity, reducing churn
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Example: Clarifying CX goal yields a clean, expedited procurement process
3. Speed
Engaging early creates buy-in and shared purpose, reducing cycle time with fewer
sustainable protests
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Example: Delivered six 2015 crisis contracts without protest, 70% faster cycle time
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Example: Incorporating legal perspectives early on reduces review time
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FIMA Acquires its Mission
88%
FY 2013 FIMA Budget
$454m
of FIMA’s budget is spent through acquisition
“90 percent of what we do is
purchased; we buy our ability to
deliver our mission.” Roy Wright
$401m
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