SPBRC410 P-HC-BRC41000000 控制器模块 Bailey

SPBRC410 P-HC-BRC41000000 控制器模块  Bailey

调整资源的基础，并作为国防规划指南（DPG）的输入，
项目目标备忘录（POM）开发，以及项目和预算审查。
系统工程
国防部采办政策指导所有项目响应能力或需求
记录，无论采购类别如何，应用稳健的SE方法，平衡
总系统性能和总成本，包括系统系列和系统系列
上下文项目为里程碑决策制定系统工程计划（SEP）
描述项目总体技术方法（包括活动）的机构（MDA），
资源、度量（指标）和适用的绩效激励。
SE流程用于允许从一个开发级别有序地发展到：
下一个详细级别使用受控基线。这些过程用于系统，
子系统和系统组件以及所使用的支持或使能系统
用于该系统的生产、运行、培训、支持和处置。执行
技术管理流程和活动，如权衡研究或风险管理
活动可能会指出特定的需求、接口或设计解决方案是非佳的
并建议更改以提高系统性能、实现成本节约或满足
安排后期限。
架构通过提供结构化的文档设计方法来支持SE，并且
基于既定需求的开发决策。
规划、规划、预算和执行
PPBE过程在国防部内部分配资源，并建立框架和
未来计划的决策过程。PPBE是一个系统的过程，指导：
国防部战略发展、军事能力需求识别、计划
规划、资源估算、分配、获取和其他决策过程。
6.
多达夫导言
http://cio-nii.defense.gov/sites/dodaf20/background.html[2011年3月3日下午3:33:50]
JCIDS是PPBE的关键支持流程，提供优先级和可承受性建议。
DoDAF V2.0通过识别体系结构之间的接触点来支持PPBE过程
以及PPBE过程，确定要在体系结构中捕获的数据
描述，促进知情决策，并确定向
PPBE决策过程中的各种利益相关者/角色。
投资组合管理
国防部政策要求IT投资作为投资组合进行管理，以确保IT投资
支持部门的愿景、使命和目标；确保高效和有效的交付
作战人员的能力；并使企业内的投资回报大化。
每个投资组合可以使用架构计划、风险管理技术等进行管理，
能力目标和目的以及绩效衡量。完成了能力架构设计
主要用于支持能力需求的定义。PfM使用架构
描述：分析关于部署或分析所需能力的决策。
对PfM的架构支持往往侧重于投资决策本身（尽管不是
排他性），并协助证明投资合理性，评估风险，并提供
能力差距分析。
操作
在大多数情况下，企业将捕获其常规或可重复的业务和任务
作为体系结构内容的操作。然而，当活动的基本结构非常
稳定且经常重复的活动，如军事行动计划或项目
定义和管理，企业可以选择将该结构作为
建筑描述本身。在这种情况下，可以增强架构存储库
包括模板、检查表和其他通常用于支持活动的工件。
JCIDS、PPBE和DAS过程建立了一种基于知识的方法，它需要
项目经理需要在关键时刻获得正确的知识，以获得信息
采办过程中的项目决策。国防部IT PfM过程继续
发展这种方法，重点是设计用于以下目的的单个系统和/或服务：
提高整体任务能力。与OMB资本规划和投资一致
在控制（CPIC）指导下，国防部使用四种连续的综合活动来管理其
投资组合——分析、选择、控制和评估。整个过程是迭代的，具有
结果反馈到系统中，以指导未来的决策。

SPBRC410 P-HC-BRC41000000 控制器模块  Bailey

SPBRC410 P-HC-BRC41000000 控制器模块  Bailey

basis for aligning resources and as an input to the Defense Planning Guidance (DPG),
Program Objective Memorandum (POM) development, and Program and Budget Reviews.
Systems Engineering
DoD Acquisition policy directs all programs responding to a capabilities or requirements
document, regardless of acquisition category, to apply a robust SE approach that balances
total system performance and total cost with the family-of-systems, and system-of-systems
context. Programs develop a Systems Engineering Plan (SEP) for Milestone Decision
Authority (MDA) that describes the program’s overall technical approach, including activities,
resources, measures (metrics), and applicable performance incentives.
SE processes are applied to allow an orderly progression from one level of development to
the next detailed level using controlled baselines. These processes are used for the system,
subsystems, and system components as well as for the supporting or enabling systems used
for the production, operation, training, support, and disposal of that system. Execution of
technical management processes and activities, such as trade studies or risk management
activities may point to specific requirements, interfaces, or design solutions as non-optimal
and suggest change to increase system-wide performance, achieve cost savings, or meet
scheduling deadlines.
Architecture supports SE by providing a structured approach to document design and
development decisions based on established requirements.
Planning, Programming, Budgeting, and Execution
The PPBE process allocates resources within the DoD and establishes a framework and
process for decision-making on future programs. PPBE is a systematic process that guides
DoD’s strategy development, identification of needs for military capabilities, program
planning, resource estimation, and allocation, acquisition, and other decision processes.
6
DoDAF Introduction
http://cio-nii.defense.gov/sites/dodaf20/background.html[3/3/2011 3:33:50 PM]
JCIDS is a key supporting process for PPBE, providing prioritization and affordability advice.
DoDAF V2.0 supports the PPBE process by identifying the touch points between architecture
and the PPBE process, identifying the data to be captured within an Architectural
Description, facilitating informed decision-making, and identifying ways of presenting data to
various stakeholders/roles in the PPBE decision process.
Portfolio Management
DoD policy requires that IT investments be managed as portfolios to ensure IT investments
support the Department’s vision, mission, and goals; ensure efficient and effective delivery
of capabilities to the Warfighter; and maximize return on investment within the enterprise.
Each portfolio may be managed using the architectural plans, risk management techniques,
capability goals and objectives, and performance measures. Capability architecting is done
primarily to support the definition of capability requirements. PfM uses the Architectural
Description to analyze decisions on fielding or analysis of a needed capability.
Architectural support to PfM tends to focus on the investment decision itself (although not
exclusively), and assists in justifying investments, evaluating the risk, and providing a
capability gap analysis.
Operations
In most cases, an enterprise will capture its routine or repeatable business and mission
operations as architectural content. However, when the basic structure of an activity is very
stable and the activity repeated often, such as military operations planning or project
definition and management, the enterprise may choose to include that structure as part of
the Architectural Description itself. In this case, the architecture repository may be enhanced
to include templates, checklists, and other artifacts commonly used to support the activity.
The JCIDS, PPBE, and DAS processes establish a knowledge-based approach, which requires
program managers to attain the right knowledge at critical junctures to make informed
program decisions throughout the acquisition process. The DoD IT PfM process continues to
evolve that approach with emphasis on individual systems and/or services designed to
improve overall mission capability. Consistent with OMB Capital Planning and Investment
Control (CPIC) guidance, the DoD uses four continuous integrated activities to manage its
portfolios – analysis, selection, control, and evaluation. The overall process is iterative, with
results being fed back into the system to guide future decisions.