DoD Risk MGT Guide v7 Interim Dec2014

Department of Defense
Risk Management Guide

for Defense Acquisition Programs
7th Edition (Interim Release)

December 2014
Office of the Deputy Assistant Secretary of Defense for

Systems Engineering
Washington, D.C.
Department of Defense Risk Management Guide for Defense Acquisition Programs, 7th Edition
(Interim Release)
Citation:
Department of Defense Risk Management Guide for Defense Acquisition Programs, 7th ed. 2014.
(Interim Release). Washington, D.C.: Office of the Deputy Assistant Secretary of Defense for Systems
Engineering.
Deputy Assistant Secretary of Defense
Systems Engineering
3030 Defense Pentagon
3C167
Washington, DC 20301-3030
Email: [email protected]
Website: www.acq.osd.mil/se
Distribution Statement A: Approved for public release.
Contents
PREFACE ........................................................................................................................................................ 1
1
INTRODUCTION...................................................................................................................................... 3
1.1
Purpose ......................................................................................................................................... 3
1.2
Scope ............................................................................................................................................ 4
1.3
Risk Management Overview ........................................................................................................ 4
ESTABLISHING AN EFFECTIVE RISK MANAGEMENT APPROACH ......................................................... 6

2.1
Risk Management Planning.......................................................................................................... 6
2.2
Aligning Government and Contractor Risk Management ............................................................ 7
2.3
Risk Management Plan ................................................................................................................. 7
2.4
Selecting a Risk Management Tool ............................................................................................ 10
2.5
Risk Management Roles and Responsibilities............................................................................ 10

2.5.1
2.5.2
2.5.3
2.5.4
Executive Level.................................................................................................................... 13
Management Level ............................................................................................................... 13
Working Level ..................................................................................................................... 15
Government and Contractor Relationship ............................................................................ 16
RISK MANAGEMENT PROCESS ............................................................................................................ 19

3.1
Risk Identification ...................................................................................................................... 19
3.2
Risk Analysis .............................................................................................................................. 24
3.2.1 Likelihood ............................................................................................................................ 25

3.2.2 Consequence ........................................................................................................................ 26
3.2.3 Risk Reporting Matrix.......................................................................................................... 29
3.2.4 Risk Register ........................................................................................................................ 32
3.3
Risk Mitigation ........................................................................................................................... 33
3.3.1 Risk Acceptance ................................................................................................................... 35
3.3.2 Risk Avoidance .................................................................................................................... 35
3.3.3 Risk Transfer ........................................................................................................................ 36
3.3.4 Risk Control ......................................................................................................................... 36
3.3.5 Risk Burn-Down .................................................................................................................. 36
3.4
Risk Monitoring.......................................................................................................................... 38
4
INTEGRATING RISK MANAGEMENT WITH OTHER PROGRAM MANAGEMENT TOOLS ........................ 41

4.1
Work Breakdown Structure ........................................................................................................ 41
4.2
Integrated Master Plans and Integrated Master Schedules ......................................................... 42
4.2.1 IMS Health Assessment ....................................................................................................... 43

4.2.2 Schedule Risk Assessment ................................................................................................... 45
4.2.3 Cost Risk Assessment Technique ........................................................................................ 46
4.3
Earned Value Management ........................................................................................................ 47
5
ISSUE MANAGEMENT PROCESS........................................................................................................... 48

DoD Risk Management Guide for Defense Acquisition Programs, 7th Edition (Interim Release)
iii
Contents
6
OPPORTUNITY MANAGEMENT PROCESS............................................................................................. 51
MANAGEMENT OF CROSS-PROGRAM RISKS ....................................................................................... 56
APPENDIX A. RISK MANAGEMENT CONSIDERATIONS DURING ACQUISITION LIFE CYCLE PHASES ........ 61
1.
Pre-Materiel Development Decision .......................................................................................... 62
2.
Materiel Solution Analysis (MSA) Phase .................................................................................. 63
3.
Technology Maturation and Risk Reduction (TMRR) Phase..................................................... 65
4.
Engineering and Manufacturing Development (EMD) Phase .................................................... 68
5.
Production and Deployment (P&D) Phase ................................................................................. 71
6.
Operations and Support (O&S) Phase ........................................................................................ 72
7.
Systemic Areas of Risk Found in DoD Acquisition Programs................................................... 73
APPENDIX B. COMMON RISKS AND MITIGATION ACTIVITIES................................................................... 74

1.
Risk: Technical (Requirements) ................................................................................................. 74
2.
Risk: Technical (Technology) ................................................................................................... 76
3.
Risk: Technical (Integration, Testing, Manufacturing) ............................................................. 77
4.
Risk: Programmatic (Schedule) ................................................................................................. 79
5.
Risk: Programmatic (Communication)...................................................................................... 80
6.
Risk: Business (Dependencies) ................................................................................................. 81
7.
Risk: Business (Resources) ....................................................................................................... 83
APPENDIX C. SAMPLE TEMPLATES: REPORTING MATRICES FOR RISKS, ISSUES AND OPPORTUNITIES ... 84
1.
Sample Risk Register ................................................................................................................. 84
2.
Risk Cube ................................................................................................................................... 85
3.
Alternate to the Risk Reporting Matrix ...................................................................................... 86
4.
Issue Tracking Sheet................................................................................................................... 87
5.
Sample Opportunity Tracking Matrix ........................................................................................ 88
APPENDIX D: BETTER BUYING POWER INITIATIVES AND THE RISK MANAGEMENT GUIDE .................... 89
ACRONYMS ................................................................................................................................................. 90
REFERENCES ............................................................................................................................................... 92
iv
Contents
FIGURES
Figure 1-1. Overview ................................................................................................................................... 3
Figure 1-2. Risk Management Process ........................................................................................................ 5
Figure 2-1. Risk, Issue, and Opportunity Relationship ................................................................................ 6
Figure 2-2. Sample Risk ManagementRelated Battle Rhythm ................................................................ 11
Figure 2-3. Roles and Responsibilities Tiering.......................................................................................... 12
Figure 3-1. Risk Management Process ...................................................................................................... 19
Figure 3-2. Risk Identification ................................................................................................................... 22
Figure 3-3. Risk Taxonomy ....................................................................................................................... 23
Figure 3-4. Risk Analysis .......................................................................................................................... 25
Figure 3-5. Risk Reporting Matrix............................................................................................................. 30
Figure 3-6. Prioritized Risk Matrix ............................................................................................................ 31
Figure 3-7. Alternative Risk Reporting Matrix.......................................................................................... 32
Figure 3-8. Risk Register ........................................................................................................................... 33
Figure 3-9. Risk Mitigation........................................................................................................................ 33
Figure 3-10. Sample Program Tier 1 Risk Reporting Matrix .................................................................... 34
Figure 3-11. Risk Burn-Down ................................................................................................................... 37
Figure 3-12. Risk Monitoring .................................................................................................................... 39
Figure 3-13. Risk Monitoring Matrix ........................................................................................................ 40
Figure 4-1. Example of WBS Levels ......................................................................................................... 41
Figure 4-2. Government and Contractor WBS Relationship ..................................................................... 42
Figure 4-3. IMP/IMS Creation and Implementation .................................................................................. 42
Figure 4-4. Sample Schedule Health Characteristics Assessment ............................................................. 44
Figure 4-5. Schedule Risk Assessments .................................................................................................... 46
Figure 5-1. Issue Management Process...................................................................................................... 48
Figure 5-2. Issue Reporting Matrix ............................................................................................................ 49
Figure 5-3. Issue Tracking Matrix ............................................................................................................. 50
Figure 6-1. Opportunities Help Deliver Should Cost Objectives .............................................................. 51
Figure 6-2. Opportunity Management Process .......................................................................................... 52
Figure 6-3. Opportunity Reporting Matrix ................................................................................................ 53
Figure 6-4. Sample Opportunity Tracking Matrix ..................................................................................... 54
v
Contents
Figure 7-1. Notional Synchronization from the SEP Outline .................................................................... 57
Figure 7-2. Tracking Interdependency Risks ............................................................................................. 59
Figure A-1. Acquisition Life Cycle ........................................................................................................... 61
Figure A-2. Materiel Solution Analysis Phase Risk Touch Points ............................................................ 64
Figure A-3. Technology Maturation and Risk Reduction Phase Touch Points ......................................... 66
Figure A-4. Engineering and Manufacturing Development Phase Risk Touch Points .............................. 69
Figure A-5. Production and Deployment Phase Risk Touch Points .......................................................... 71
TABLES
Table 3-1. Levels of Likelihood Criteria ................................................................................................... 25
Table 3-2. Levels and Types of Consequence Criteria .............................................................................. 27
Table 7-1. Notional Table of Required MOAs from the Acquisition Strategy Outline ............................. 57
vi
Preface
In his September 24, 2013, white paper, Better Buying Power 3.0, the Department of Defense
(DoD) Under Secretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L))
emphasized his priority to improve leaders ability to understand and mitigate technical risk. He
stated, Most of product development revolves around understanding and managing risk. Risk
management is an endeavor that begins with requirements formulation and assessment, includes the
planning and conducting a risk reduction phase if needed, and strongly influences the structure of the
development and test program. All this is necessary to minimize the likelihood of program disruption
and to maximize the probability of fielding the desired product within reasonable time and cost.
Effective risk management is proactive; it goes well beyond merely identifying and tracking risk.
This revised edition of the Department of Defense Risk Management Guide for Defense Acquisition
Programs reflects revisions to emphasize risk management as a proactive tool to assist programs to
better understand and mitigate risk throughout the acquisition lifecycle.
This guide is one of several policy and guidance documents the Department is updating to address
the USD(AT&L) Better Buying Power initiatives. The documents contain a common thread in
emphasizing risk. Although a Risk Management Plan (RMP) is not mandatory, Program Managers
(PM) are responsible for managing risk in accordance with the mandatory requirements contained in
the DoD Instruction (DoDI) 5000.02, Operation of the Defense Acquisition System, and are
required to outline their risk management strategy in accordance with the Systems Engineering Plan
(SEP) Outline (2011). DoDI 5000.02 requires PMs to identify top program risks and associated risk
mitigation plans in the program acquisition strategy and to present that status at all relevant decision
points and milestones. Acquisition professionals may debate the best approach for managing risk,
but they agree that effective qualitative and quantitative risk, issue, and opportunity management are
critical to a programs success.
This guide asserts that risk management should be forward-looking, structured, continuous, and
informative. The risk, issue, and opportunity management approach presented should be tailored to
the scope and complexity of each programs individual needs.
This guide is organized as follows:
Chapter 1: Introduces the scope and changes in this revised edition of the DoD risk management
guide.
Chapter 2: Discusses how to document the programs risk management approach in the SEP, the
Systems Engineering Management Plan (SEMP), the Acquisition Strategy, and the Risk Management
Plan (RMP). Specifically, it discusses the organization and techniques for establishing an effective
and systemic risk management approach before implementing a risk management process. Risk
planning is the process to develop and document the approach that lays out the methods and
responsibilities for executing risk management to include selecting the appropriate risk management
tools.
1
Preface
Chapter 3: Provides step-by-step guidance for developing a risk management process. It discusses
the four steps in the risk management process: identification, analysis, mitigation, and monitoring of
risks.
Chapter 4: Discusses proactive risk management through integrating with other program
management tools such as the Work Breakdown Structure (WBS), Integrated Master Schedule
(IMS), Integrated Master Plan (IMP); and techniques such as Schedule Risk Assessments (SRA) and
Cost Risk Assessment Techniques.
Chapter 5: Seeks to define the issue management process as a distinct and important management
process. An issue is an event or situation with negative consequences that has already occurred.
Because issues have negative impacts on the program, they are often inappropriately managed as
risks.
Chapter 6: Discusses the application of opportunity management including the similarities and
differences to risk management. The opportunity management process is examined for
undertaking potential enhancements to a program so the PM and functional leads can identify and
implement initiatives to yield improvements in the programs cost, schedule, and/or performance
baseline. Opportunity management enables achieving should versus will costs discussed in
Better Buying Power 2.0 (USD(AT&L) 2012).
Chapter 7: Highlights considerations to manage risks related to internal and external interfaces with
interdependent programs. It discusses the different priorities of interdependent programs and
techniques to manage and control cross-program risks.
Most sections contain a text box with expectations that warrant foot-stomping, or emphasizing, to
improve the planning and execution of risk management processes and techniques.
2
1 INTRODUCTION
1.1 Purpose
This guide seeks to inform Department of Defense (DoD) stakeholders regarding the effective use of
the DoD risk management process to pinpoint and avoid potential program risk. It promotes the DoD
process to identify, analyze, mitigate, and monitor risks, issues, and opportunities. Proactively
addressing not only risks but also issues and opportunities can help programs achieve cost, schedule,
and performance objectives at every stage of the life cycle.
For the purposes of understanding this guide, the terms risk, issue, and opportunity are defined as:
Risk: Risks are future uncertainties relating to achieving program technical performance goals
within defined cost and schedule constraints. Defined by (1) the probability of an undesired
event or condition and (2) the consequences, impact, or severity of the undesired event, were it to
occur
Issue: Issues are current problems (realized risks) that should be addressed with action plans,
resourced and resolved
Opportunity: Opportunities are events that may or may not occur that have the potential for
improving the program in terms of cost, schedule, and performance. PMs should use opportunity
management to identify, analyze, plan, implement, and track initiatives that can yield
improvements in the program's cost, schedule, and/or performance baseline by reallocating
program resources. Defined by (1) a likelihood of the future event occurring and (2) a benefit
associated with the future event.
Figure 1-1 displays the technical, programmatic, and business events that can lead to opportunities,
risks, or issues that have cost, schedule, or performance consequences.
Figure 1-1. Overview
The DoD risk management process is fundamental to acquisition program success. The PM is
responsible for implementing effective risk management in accordance with DoDI 5000.02,
Enclosures 2 and 3. This guide will assist DoD and contractor PMs, Chief or Lead Systems
3
1 Introduction
Engineers, program offices, Integrated Product Teams (IPT), working groups, and others involved in
implementing risk management starting with a programs inception and continuing through disposal.
PMs are encouraged to apply the fundamentals presented here to improve the management of their
program.
This guide should be used in conjunction with related directives, public law (Title 10 and the
Weapon Systems Acquisition Reform Act of 2009), DoDI 5000.02 (Operation of the Defense
Acquisition System), Defense Acquisition Guidebook (DAG) Chapter 4 (Systems Engineering),
Military Department guidance, instructions, policy memoranda, and regulations issued to implement
risk management in DoD acquisition programs.
1.2 Scope
This guide provides a basic understanding of risk management concepts as well as methods of
implementation, so programs can select the appropriate mitigation for their situation. The practice of
risk management draws from many management disciplines, including but not limited to program
management, systems engineering, earned value management, production planning, quality
assurance, logistics, and requirements definition. The risk management approach and process should
be tailored to fit the regulatory, statutory, and program requirements depending on where a program
is in the life cycle.
DoD clearly distinguishes mandatory policy from recommended guidance. This document serves
solely as guidance for risk management approaches for DoD acquisition programs. The management
concepts presented encourage the use of risk-based management practices along with a detailed
process for risk, issue, and opportunity management. This guide does not attempt to address the
requirements to prevent and manage environment, safety, and occupational health (ESOH) hazards.
The reader should refer to MIL-STD-882E, Standard Practice for System Safety, for guidance
regarding ESOH hazards.
This revision emphasizes areas that have emerged during Office of the Secretary of Defense (OSD)
program reviews as potential areas for improvement across the range of DoD programs:
Quantitative risk management
Integration of risk management with other program management tools
Issue management
Opportunity management
Managing risks with external programs
Risks and proactive control activities throughout the acquisition life cycle phase
1.3 Risk Management Overview

Risk is the combination of (1) the probability of an undesired event or condition and (2) the
consequences, impact, or severity of the undesired event, were it to occur. The undesired event may
4
1 Introduction
be programmatic or technical, and either internal or external to the program. Although a future event
may include positive opportunities, risk is considered to be the potential for a negative future event.
Risk management should be fully integrated with the systems engineering and program management
process and should be applied beginning with the Analysis of Alternatives (AoA). Properly
implemented and resourced, risk management enhances program management effectiveness and
equips PMs with the tools needed to reduce life cycle costs (LCC) and increase the programs
likelihood of success. Without effective risk management planning and implementation, the program
office could find itself conducting high-stakes crisis management.
Through the risk management process, a program assesses the likelihood or probability of a future
event and evaluates the consequences or severity of the event should it occur. The program identifies
the origin of the risks in order to mitigate them before they become issues. Successful risk
management requires early planning, resourcing, and aggressive implementation. Through risk
management, program teams identify risk events that could prevent the program from achieving
objectives. The program is able to make decisions with a full awareness of the likelihood and
consequence of the risks involved.
The DoDI 5000.02 and Better Buying Power 2.0 both emphasize risk management. The objective is
to provide a repeatable process throughout all acquisition phases. It is essential that programs define,
implement, and document an appropriate risk management approach that is organized,
comprehensive, and iterative by addressing the following questions:
1. Risk Identification: What can go wrong?
2. Risk Analysis: What is the likelihood and consequence of the risk?
3. Risk Mitigation: Should the risk be accepted, avoided, transferred, or controlled?
4. Risk Monitoring: How has the risk changed?
Figure 1-2 illustrates the risk management process.
Risk Identification
What can go wrong?
Risk Monitoring
How has the risk
changed?
Communication
and Feedback
Risk Analysis
What is the likelihood
and consequence of the
risk?
Risk Mitigation
Should the risk be
accepted, avoided,
transferred or controlled?
Figure 1-2. Risk Management Process
5
2 ESTABLISHING AN EFFECTIVE RISK MANAGEMENT APPROACH

2.1 Risk Management Planning
The first step in developing a risk management process is planning, during which a program selects
the best overall approach (organization, tools, methods) for that program. If program-related
activities begin in the Materiel Solution Analysis (MSA) phase, risk planning should begin with the
AoA, during which stakeholders assess the technology maturity, integration, manufacturing
feasibility, and schedule risks associated with each proposed materiel solution.
Effective risk management requires an efficient process for identifying risk early, analyzing the risk
event likelihood and consequence, mitigating risk, and monitoring risk status. Acquisition programs
may vary in complexity, from the simple procurement of existing systems to development of state-ofthe-art advanced technology systems; however, effective risk management approaches have
consistent characteristics and follow common guidelines regardless of program size. Progression
through the risk management process should be similar among programs, but the level of detail and
insight will depend on the program phase. At any point of the risk management process, the risks
should be traceable to the technical requirements and overall program objectives.
The PM should begin planning and establishing the risk management process as soon as practical
after establishment of the program office. As illustrated in Figure 2-1, the risk management process
is closely linked with a programs cost, schedule, and performance metrics. The risk management
process should remain an integral part of the program management process rather than a separate,
isolated activity and should be implemented throughout the programs life. Issues and opportunities
should be an element of the PM process but are managed differently than risks.
Technical
Technology
Engineering
Integration
Manufacturing
Etc.
What can go wrong?
Risk
Management
Programmatic
Schedule
Staffing
Communication
Contract structure
Estimates
Etc.
What has
gone
wrong?
Business
Laws
Dependencies
Resources
Customer
Etc.
What can be improved?
Issue
Management
Opportunity
Management
Consequences: Cost, Schedule, and Performance
Figure 2-1. Risk, Issue, and Opportunity Relationship

6
2 Establishing an Effective Risk Management Approach
2.2 Aligning Government and Contractor Risk Management

The Government program office, the prime contractor program office, and associated subcontractors
should employ a consistent risk management process and establish a joint risk management database.
Risk management is not a stand-alone program office task but should be integrated with other
processes, such as requirements development; design, integration, and test (systems engineering);
planning and management of system support and sustainment; schedule tracking; performance
measurement; Earned Value Management (EVM) (when implemented); cost estimating; issue
management; and so on.
Program offices usually create a Risk Working Group (RWG), with a representative from each IPT
and led by a member of the Systems Engineering IPT. This group meets regularly and performs the
risk management work. The RWG is empowered to draw on expertise from inside the program and
from identified sources outside the program to help create individual risk plans and make needed
recommendations that are forwarded to the Risk Management Board (RMB). The RMB is the
approval authority for risk mitigation plans. The frequency of RMB meetings is tailorable and
depends on the program.
The Government SEP and the contractors Systems Engineering Management Plan (SEMP) are two
important risk planning and management tools available to the PM. The SEP and SEMP are
blueprints for all technical aspects of an acquisition program and at a minimum should describe:
The process for how the program plans to manage risks
How the risk management processes are integrated with the contractor(s) processes
How the program identifies and analyzes risks
How the program plans for, implements (including funding), and tracks risk control
Key roles and responsibilities from working groups, through the IPT structure up to the
executive level
RMB, who chairs, membership, and meeting frequency
Risk tool(s) that the program office and contractor use to perform risk management
2.3 Risk Management Plan

Although a program office summarizes the risk management approach and documents the program
risk management planning activities in a SEP, SEMP, and Acquisition Strategy, the program may
prepare a Risk Management Plan (RMP) to document the process in more detail. Risk management
planning should be documented during the initial phase of program formulation and updated for each
subsequent acquisition phase in all increments of the program. A good RMP should:
Document an organized, comprehensive, and integrated approach for managing risks
Define the goals, objectives, and the program offices risk management processes
Document an approach to identify, analyze, mitigate, and monitor risks across the program
Define the methods and processes used to execute a PMs RMP
7
Help the program plan for adequate resources, including personnel, schedule, and budget
Document sound issue and opportunity management approaches
Although not mandated by DoD policy, the RMP explains how the program manages risks to achieve
future cost, schedule, and performance goals. For example, the RMP should outline how the
program office resources the risk, issue, and opportunity management activities and subsequent risk
mitigation plans to be effective. The program office should establish the basic approach and working
structure it will use, and document that approach in an RMP. A comprehensive and consistent
approach ensures all aspects of the program are examined for risk. As a program transitions through
developmental and operational testing and sustainment, the program team should update the RMP to
identify, assess, and control risks that have an impact on overall program cost, schedule, and/or
performance. Following is an example of an RMP outline:
Introduction Overview of the purpose and objective of the RMP.
Program Summary Brief description of the program including the connection between the
Acquisition Strategy, program management strategy, and technical strategy.
Definitions DoD definitions and definitions specific to the program to be used throughout
the guide.
Risk Management Strategy Overview of the strategy to implement continuous risk

management, to include communication between stakeholders and training of the program
team in the risk management process and procedures.
Roles, Responsibilities, and Authorities Description of roles, responsibilities, and

authorities within the risk management process for:
o Reporting/identifying risks
o Providing resources to control risks
o Criteria used to determine if a risk submitted for consideration will become a risk
or not (typically, criteria for probability and consequence)
o Adding/modifying risks
o Changing likelihood and consequence of a risk
o Closing/retiring a risk
Risk Management Process and Procedures Description of the program risk management
process, methodology, meeting battle rhythm, and guidance for implementing the plan,
according to the tailorable four-step DoD process:
o Risk Identification
o Risk Analysis
o Risk Mitigation
o Risk Monitoring
Risk Management Tools List of the risk tool(s) the program (program office and
contractor(s)) use to perform risk management. (If the program office and contractor(s) use
8
different risk tools, this section would include a description of how the information will be
transferred between them. NOTE: In general, the same tool should be used. If the
contractors tool is acceptable, then this merely requires the contractor to provide
Government access).
Risk Assessment Techniques Summary of the cost, schedule, and performance assessment
processes, including procedures for assessing risks:
o Overview and scope of the assessment process
o Sources of information
o Planned frequency of assessments

o Products and formats
o Assessment technique and tools
Communicating and Feedback Process Process for communicating the status of

potential, current, and retired risks as well as opportunities that may exist to all personnel
involved in risk management.
Typically, program offices define the documentation and reporting procedures as part of the risk
management planning before contract award. The program office may add or modify this planning
during contract execution as long as the efforts remain within the scope of the contract or are
approved as part of a contract change. The program office should periodically review the RMP and
revise it, if necessary. Events that may drive the need to update it include an upcoming acquisition
milestone decision, following a system-level technical review, a change to the Acquisition Strategy
after a contract award, or after program re-baselining.
Expectations
The Government requires an RMP, IMP, and IMS in the Request for Proposal (RFP).
The Government includes a copy of the risk, top-level schedule, WBS, and SEP in the
proposal to inform the development of the contractors proposal. The contractors
SEMP, provided with the proposal, provides the contractors aligned approach to risk
management.
A SEP, SEMP, and RMP include a detailed plan of action for the management and
identification of who, what, where, when, and how. These approved documents
empower the lead systems engineer to execute the programs technical planning,
including its risk management program.
The Government and contractor team (prime and subcontractors) establish common risk
management processes and definitions. The program office, prime contractor, and
subcontractors also establish a joint risk management database.
9
2.4 Selecting a Risk Management Tool

Risk management tools support the implementation and execution of quantitative risk management.
The PM needs to select the right risk management tool early and document details within the RMP.
Some questions to consider when selecting the risk management tool are as follows:
Support Objectives Does the tool aid in meeting program objectives?
Recurrence Will the risk management process include continuous updates?
Helpfulness Will the tool be useful during the decision-making process?
Accessibility Will the tool be accessible to all users, perhaps remotely, including certain
tool licensing requirements?
Integration Does the tool aid in the integration with other program management tools and
processes?
Requirements Does the tool comply with IT security requirements?
Expectations:
The Government program offices and contractors select and use a common risk
management tool to collectively identify, analyze, mitigate, and monitor risks, issues,
and opportunities. Access to the risk management tool is available through an Integrated
Data Environment. When practical, key subcontractors and external programs employ
the same risk management tool and processes.
If multiple contractors are competing during an acquisition phase, firewalls are
established in the tool to prevent contractors from viewing one anothers data regarding
technical and programmatic risks.
2.5 Risk Management Roles and Responsibilities

An effective risk management process requires the support and commitment of the entire acquisition
team, including stakeholders, Government and contractor program offices, program teams, SubIntegrated Product Teams, working groups, support personnel, and subject matter experts (SME).
The program and contractor should clearly define the roles and responsibilities in the SEP, SEMP,
Acquisition Strategy, and RMP and execute them throughout the acquisition life cycle.
When formulating roles and responsibilities, programs should consider resources. Design maturity
and associated technical risks are key considerations when program offices and the Milestone
Decision Authority select their contracting strategy. This requires PMs and contractors to balance
program priorities with high-value risk mitigation activities.
10
For example, a firm fixed priced contract is usually employed on programs with mature designs or
when the technical risks are minimal and can be predicted with an acceptable degree of certainty. On
firm fixed priced contracts, PMs should reach an agreement with contractors on what key risks must
be mitigated, when progress will be measured, and any appropriate contract options. Other than
these agreed-to risks, prime contractors selectively resource risk mitigation activities that they feel
are warranted to support delivering a system on time which meets the requirements in the
specification.
On the other hand, cost type contracts are employed on programs where the inherent technical risks
are less clear and potentially undefined so programs need to allocate sufficient resources to mitigate
emerging risks. The sufficiency of funds available to address emerging risks should be reevaluated
during budget cycle reviews as well as prior to acquisition milestones and the award of follow-on
contracts. With both types of contracts, there is a defined process for allocating scarce resources to
mitigate identified risks based on their likelihood and consequences (cost, schedule, and/or
performance).
Communicating and reviewing the status of each risk is key to ensuring all personnel involved in risk
management have a clear understanding of the progress being made in controlling risks. It involves
presenting and sharing the current likelihood and consequence, along with an assessment of the
current status of the mitigation plan chosen. This allows straightforward knowledge of delayed,
missed, or failed mitigation actions. Figure 2-2 shows a sample of routine program-related meetings
that are candidates for discussing risk status.
Figure 2-2. Sample Risk ManagementRelated Battle Rhythm
11
Organizing and training the team to follow a disciplined, repeatable process for conducting risk
management is critical, since major program decisions during the program life cycle need the support
of periodic assessments. Experienced teams do not necessarily require extensive training, but team
members should review lessons learned from earlier programs. The programs risk manager, or an
outside expert, may train the team, focusing on the programs risk management planning documented
in the SEP, SEMP, Acquisition Strategy, and RMP. A risk management training package for the
core team and SMEs is often beneficial and could be accomplished at the start-of-work meeting.
This package typically includes the risk management approach, analysis criteria, documentation
requirements, team ground rules, and a program overview.
Figure 2-3 displays the hierarchy typically involved in risk management. These core groups and
individuals all play a part in the risk management process to identify, analyze, and report risks to the
next higher level when they exceed that levels ability to mitigate. These groups provide an array of
expertise in areas such as systems engineering, logistics, manufacturing, test, schedule analysis,
contracting, cost control/estimating, earned value management, and software development.
MDA
Executive Level
PEO
Program Manager
Program Risk Management
Board
IPT Risk Management
Board
Risk Manager
Integrated Product Team
Sub-Integrated Product Team
Working Group
Risk Owner
Team Members
Management Level
Working Level
Figure 2-3. Roles and Responsibilities Tiering
Many impediments exist in implementing risk management, but it is the responsibility of everyone
on the risk management team to work together to overcome obstacles that may prevent program
success. The following responsibilities are recommended for inclusion in the RMP:
12
2.5.1 Executive Level

Milestone Decision Authority (MDA)
Tailors program strategies and oversight, based on the specifics of the product being acquired
including complexity, risk factors, and required timelines to satisfy validated requirements.
Approves programs proceeding into the next acquisition phase based on an understanding of
the technical, cost, and schedule risks of acquiring the product, and the adequacy of the plans
and programmed funding to mitigate those risks.
Considers the risks that could result from fielding incremental capabilities or features that
provide military utility to the warfighter on schedule and within the allocated funding.
Provides direction regarding management and control of cross-Service (external) programlevel or special interest risks and issues.
Ensures the programs planned risk activities, such as risk reduction and competitive and risk
reduction prototyping during the Technology Maturation and Risk Reduction (TMRR) phase,
are sufficient to reduce technology, engineering, integration, and life cycle cost risks to
support authorizing a program to transition from development to production.
Assesses the use of opportunity management to aid in proactive cost control throughout the
acquisition life cycle and achieve should versus will costs.
Program Executive Officer
Ensures program Statement of Objectives (SOO), Statements of Work (SOW), and Contract
Deliverable Requirements Lists (CDRL) include provisions to support a defined program
RMP and process.
Approaches risk management not only from an individual program perspective, but also from
a portfolio and system-of-systems perspective.
Works with other Program Executive Offices (PEO) to identify shared concern, opportunities
for leverage, and areas to optimize programs by identifying gaps and redundancies within
portfolios.
Executes program oversight by monitoring and assessing program-level and special interest
risks and execution of risk mitigation plans.
Provides direction regarding management and control of cross-PEO (external) and PEO
portfolio (internal) program-level or special interest risks and issues.
2.5.2 Management Level

Program Manager
Complies with statutory and regulatory risk management requirements.
13
Establishes and executes an integrated risk management process with the contractor and key
subcontractors.
Ensures development and approves the programs RMP.
Ensures the appropriate disciplines are involved in the program risk management process
(program management, engineering, contracting, legal, financial management, EVM (cost
account managers and cost schedule analyst), logistics, manufacturing, test and evaluation,
quality assurance, system safety).
Forms and chairs a program RMB to include Deputy PMs, IPT chairpersons, risk
management coordinator, chief or lead systems engineer, program logistician, budget and
financial manager, contracting officer, legal, prime contractor, and other members relevant to
the program strategy, phase, and risks.
Communicates program-level and special interest risk status, using the programs approved
risk reporting format, during stakeholder meetings (Defense Acquisition Board (DAB),
Overarching Integrated Product Team (OIPT), PEO review, user exchange meeting),
program reviews, technical reviews, risk review board meetings, and other appropriate battle
rhythm meetings.
Assigns responsibility for risk management activities, monitors progress, and includes
stakeholders in the formulation and acceptance of risk mitigation plans.
Provides resources as necessary to effectively manage risks, issues, and opportunities.

Maintains management reserve to allocate, as necessary, to IPTs if there are risks with
executing the work packages within cost and schedule.
Includes design, development, production, and support considerations in acquisition planning

as well as the cost, schedule, and performance trade-space activities to manage risks.
Program Risk Management Board
Ensures the risk management process is executed in accordance with the programs approved
RMP, and risk management efforts at the working level are integrated.
Reviews identified risks, approves proposed risk mitigation plans, to include adequacy of
resources, and any changes to the approved plan.
Monitors the status of risk mitigation efforts, inclusive of resource expenditures and
quantitative assessment of risk reduction.
Continually assesses the program for internal and external risks and changes in program
strategy that might introduce new risks or change existing risks.
Reports risk information, metrics, and trends using the programs approved risk reporting
format, to senior management personnel (PM/PEO/MDA) and other stakeholder personnel.
Determines which risks are managed at the program or special interest level and which are
managed at the IPT or working group levels.
14
Assigns valid risks to an owner for development of a plan.
IPT Risk Management Board/Risk Working Group
Reviews the risks owned by the IPTs.
Determines if new risk assessments and plans are adequate.
Tracks the status of each IPT level risk mitigation plan.
Approves risk closure for IPT level risks and notifies the program RMB of closure.
Approves IPT level risk mitigation plans.
Risk Manager
Manages the risk process and tools for effective use by teams.
Serves as advisor at IPT and program RMB meetings.
Maintains the RMP.
Provides risk management training.
Maintains the risk register.
Facilitates risk assessments.
Completes an initial screening of risks.
Prepares risk briefings, reports, and documents required for program reviews.
2.5.3 Working Level

Integrated Product Teams, Sub-Integrated Product Teams, Working Groups
Develop and implement the risk planning outlined in the SEP, SEMP, Acquisition Strategy,
and/or RMP, and support the program PM and RMB as required.
Identify internal and external risks in accordance with the procedures documented in the
programs approved RMP. Recommend to the PM and RMB which risks should be tracked
as program level or special interest risks.
Identify risks that impact multiple IPTs, coordinate risk management efforts with affected
IPTs, and recommend to the RMB which IPT should take the lead in managing the risk.
Continually assess risks using documented risk assessment criteria. Conduct tailored
program risk assessment for each of the applicable technical reviews and for each key
program decision point.
Recommend risk mitigation options, estimate funding requirements to implement risk

mitigation options, support implementation of the selected risk mitigation plan, and track
progress of risk mitigation efforts.
15
Report risk status to the PM and RMB using the reporting requirements documented in the
programs approved RMP.
Assist the PM, as required, in reporting risk status to senior management personnel
(PM/PEO/MDA) and other stakeholder personnel.
Identify the need for risk management training of IPT personnel.
Periodically revisit previously identified risks to verify the risk level is still accurate as the
program progresses or changes over time.
Support engineering trade-off analyses to ensure risk elements are considered during
performance, cost, and schedule trade space excursions.
Risk Owner
Determines the initial risk likelihood and consequence assessments.
Develops the mitigation options and control plan for the risk item and a fallback plan for
high-level risks.
Develops cost consequence and mitigation strategy costs should the risk be realized.
Presents changes to the baseline mitigation plan to the program or IPT RMBs, as appropriate,
for approval.
Controls the risk and implements the risk mitigation plan.
Delegates risk events to other individuals or teams as required or dictated by expertise.
Team Members
Identify and submit risk candidates.
Support execution of the risk management process.
2.5.4 Government and Contractor Relationship

A close relationship between the Government and the contractor promotes an understanding of
program risks as the team develops and executes management efforts. Although the Government PM
has ultimate responsibility for risk management, the prime contractors support and assistance are
integral to a successful risk management program. The Government does not dictate how the
contractor should manage risk, but both the Government and contractor need to share information,
understand the risks, and develop and execute management efforts. To promote early mutual
understanding, the RFP should address the general character of risk management execution,
providing an opportunity for the offerors proposal to include the nature of tasks, processes, and tools
to be employed for risk management. The offeror should delineate the participation of the
Government and the contractor in implementing a transparent, collaborative, and proactive risk
management process. Contract type and terms should serve to align overall Government and
contractor interests and should be consistent with an effective risk management program.
16

Government Responsibilities
Involve the contractor as early as possible so that effective risk management can occur.
Include contract provisions that foster contractor flow down of risk management
requirements to subcontractors.
Recognize that the contractor may treat risk differently from the Government due to
differences in Government and contractor business and program viewpoints.
Address with the contracting officer any subtleties in contract provisions that could affect the
success of the risk management program, including applicable incentives for effective risk
management as manifested by accomplishment of defined program objectives (known
challenging design or integration tasks accomplished within constrained resources).
Ensure systems engineering trade-off analyses show results of capability excursions around
expected design performance points to highlight risk elements that can be used to establish
cost and schedule trade space.
Reflect program design and development considerations in acquisition planning and cost,
schedule, and performance trade-space activities to manage risks.
Evaluate the results of competitive and risk reduction prototyping to assess the risk related to
design maturity and achieving program objectives.
Conduct Schedule Risk Assessments of offerors proposals to support the source selection
decision process.
Reflect the effectiveness of the contractors risk management effort in the Contractor
Performance Assessment Report System evaluation.
Execute an effective risk management process to help achieve program objectives.
Contractor Responsibilities, Consistent with Contract Provisions
Develop an internal risk management program and work jointly with the Government
program office to develop an overall risk management program; include the risk management
approach in the proposal.
Flow down risk management requirements to subcontractors, to include consistent risk

management processes and definitions, and integrate their risk management process with the
overall program risk management effort.
Conduct risk identification and analysis during all phases of the program, including proposal
development, and apply appropriate risk mitigation strategies and plans.
Assess the impact of risks during proposal and baseline development.
Maintain a joint risk management tool and database; provide remote access to Government
counterparts.
17
Support, as required, Government risk management efforts, such as the RMB; reporting to
senior management personnel and other stakeholders; and risk management training of IPT
personnel.
Report risk status to company management and Government personnel during program
reviews, technical reviews, and other appropriate recurring meetings.
Jointly conduct Integrated Baseline Reviews (IBR) with the Government team to reach
mutual understanding of risks inherent in the program baseline plans.
Conduct schedule risk analyses at key points during all phases of the program, including
proposal development.
Incorporate risk control activities into IMS and program budgets as appropriate.
Synthesize and correlate the status of new and ongoing risk elements in the IMS, Contract
Performance Report, risk control plans, estimates at completion, technical status
documentation, program status reviews, and other sources of program status.
18
3 RISK MANAGEMENT PROCESS

Figure 3-1 depicts risk management as a four-step process to identify, analyze, mitigate, and monitor
program risks.
Risk Identification
What can go wrong?
Risks Monitoring
How has the risk
changed?
Communication
and Feedback
Risk Analysis
and consequence of the
risk?
Risk Mitigation
Should the risk be accepted,
avoided, transferred or
controlled?
Figure 3-1. Risk Management Process
3.1 Risk Identification

The first activity in the risk management process is to identify risks by answering the question,
What can go wrong? This step involves examining the technical aspects of a program to determine
risk events (root causes) that may have negative cost, schedule, and performance impacts. To help
identify risk root causes, the program team should ask why the event or condition is a risk, and
then repeat the question why to reveal the causal factors that lead to the underlying root cause. The
team continues the activity until it identifies the risk root cause as well as the specific causal factors.
This process is extremely important, not only for understanding the probability of the risk but also to
help pinpoint the specific risk mitigation options and actions needed to address the root cause. It is
the responsibility of every member of the program team, not just the PM, the systems engineer, the
product support manager, or the risk manager, to identify risks. Risk identification is conducted
continuously by all Government and contractor program team members.
The PM is responsible for examining and compiling identified risks, such as in a risk register (see
section 3.2.4), and to summarize them at a manageable level of detail. This register allows for
streamlining a large and diverse number of potential risks down to the most significant risks that
warrant control activities.
19
3 Risk Management Process
In order to identify and manage risks, all personnel involved with the program should have a clear
understanding of the programs requirements, goals, plans, and supporting analysis.
An
understanding of the following program-related documents helps the program personnel identify
sources of potential risk:
Analysis of Alternatives (AoA)
Acquisition Strategy
Acquisition Program Baseline (APB)
Systems Engineering Plan (SEP)
Systems Engineering Management Plan (SEMP)
Integrated Master Plan (IMP)
Contractors Integrated Master Schedule (IMS)
Contract structure and provisions
Early communication between the user requirements community and the acquisition community in
the development of Joint Capabilities Integration and Development System (JCIDS) documents helps
requirements leaders and acquisition leaders to identify poor requirements and technical risks for
potential cost-performance trade-off decisions. Changes to a Key Performance Parameters (KPP)
and Key System Attributes (KSA) introduce risk that could jeopardize a programs affordability,
performance, and military utility.
The following activities are excellent opportunities to identify technical, business, and programmatic
risks by Government and/or contractor program teams:
Brainstorming activities with subject matter experts
Interviews with program team leads, Systems Command/Center competencies, and/or

program stakeholders
Review of the lessons learned, including risks or issues on predecessor or similar programs
In-service experience (reliability, safety mishap reports)
AoAs, which evaluate the merits and risks of each technically feasible alternative
New contract activity and proposals
Systems engineering activities:

o Trade studies, to include the identification of cost and schedule drivers
o Systems Engineering Technical Reviews (SETR), to include the identification of
problematic requirements and immature technologies
o Evaluation of results from risk reduction and competitive and risk reduction
prototyping
20
o Evaluation of results from integration and test activities

o Design changes, such as Class I Engineering Change Proposals (ECP) as well as the
rate of Class I and II design changes
o Failure Mode and Effects Analysis (FMEA), which helps the program identify
possible failure modes and their consequences so risks can be identified, prioritized,
and actions taken to control the risks
o Specialty engineering efforts such as manning, human systems integration, reliability,
supportability/sustainment, and security
Independent assessments:
o Red Teams, Non-Advocate Reviews, Program Support Assessments; technology and
manufacturing assessments
o Nunn-McCurdy and Critical Change Review assessments on Major Defense
Acquisition Programs (MDAP) and Major Automated Information System (MAIS)
programs, respectively
Trends in Technical Performance Measures (TPM), schedules, budgets, and other metrics:
o Progress toward meeting KPPs and KSAs
o Assessments of the performance to plan of TPMs, including an assessment of the
reasons for deviation
o Progress against the programs critical path
o Schedule Health Checks and SRA
o Earned Value Management System
External influences:
o Changes in user requirements threats, Concept of Operations (CONOPS), and
requirements creep
o Externally driven cost and/or schedule constraints
o Service or congressional changes to funding levels
o Synchronization with critical external programs under development (e.g., schedule
alignment, technology maturity assessment, technical issues, and funding priorities)
o Synchronization of legacy systems availability and restrictions
o Other interagency requirements or interests (e.g., FAA)
o New Service or DoD policies and guidance
Production:
o Make-buy decisions, changes to suppliers, parts obsolescence, product delivery issues
21
Many risks can threaten program success in terms of meeting cost, schedule, and performance
objectives. Figure 3-2 sites a few resources to use when identifying program risks.
Risk
Identification
When identifying risks:
What can go wrong?
Utilize the following:

Independent assessments
Risk Monitoring
How has the risk
changed?
Communication
and Feedback
Risk Mitigation
Should the risk be
accepted, avoided,
transferred or
controlled?
Risk Analysis
What is the
likelihood and
consequence of the
risk?
SOW requirements
Brainstorming sessions with SMEs
Interviews with IPT leads, Systems
Command/Center competencies
Review of similar/historical programs
Trade studies
Review analysis of Technical Performance
Measurements, resource data, life cycle cost
information, WBS/IMS/EVM data trends,
and progress against critical path
Review Systems Engineering Technical
Reviews Checklists
Figure 3-2. Risk Identification
In DoD, risks can be broadly grouped into three categories: technical, programmatic, and business
(Figure 3-3). Top-level categories are defined as follows:
Technical Those risks that may prevent the end item from performing as intended or
failing to meet performance expectations. Technical risks can be internally or externally
generated.
They typically emanate from areas such as requirements, technology,
engineering, integration, test, manufacturing, quality, logistics, and training.
Programmatic Those risks that are generally within the control or influence of the PM or
PEO. Programmatic risks can be associated with program estimating (including cost
estimates, schedule estimates, staffing estimates, facility estimates, etc.), program planning,
program execution, communications, and contract structure.
Business Those risks that generally originate outside the program office, or are not within
the control or influence of the PM. Business risks can come from areas such as program
dependencies, resources (funding, people, facilities, suppliers, tools, etc.), priorities,
regulations, stakeholders (user community, acquisition officials, etc.), market, and weather.
22
Technical
Programmatic
Business
Requirements
Estimates
Dependencies
Technology
Program Planning
Resources
Program Execution
Priorities
Communication
Regulations/Laws
Contract Structure /
Provisions
Market
Engineering
Integration
Test
Manufacturing
Customer
Quality
Weather
Logistics
Training
Figure 3-3. Risk Taxonomy
Among the predominant technical risks, the areas of technology, engineering, integration, and
manufacturing are reflected in policy and guidance and are routinely discussed during
OUSD(AT&L) program engagements and outreach events. These areas are defined as follows:
Technology Those risks associated with the transition of technical advances out of the
laboratory, through prototyping, and into engineering. Technology risks include those
associated with research, development, prototyping, and validation in laboratory/operational
environments. Risks can also arise from an organizations first-time use of a technology.
Engineering Those risks associated with the multidisciplinary application of engineering

principles to translate stakeholder requirements into effective and affordable systems.
Engineering risks include those associated with engineering technical processes (functional
analysis, design analysis and trade-offs, detail design, verification, validation); engineering
technical management processes (decision analysis, configuration management, risk
management, and technical assessment); and engineering products (technical baselines for
operational, training, and support systems - inclusive of hardware and software).
Integration Those risks associated with the engineering and management activities to
interface system elements within systems (internal integration) as well as systems with other
systems (external integration). Integration risks include those associated with both functional
and physical interface requirements, interface design, and management and control.
23
Manufacturing Those risks associated with the maturation of manufacturing feasibility,

manufacturing technologies, development of critical manufacturing processes, demonstration
of manufacturing processes in a pilot-line environment, and at full production rates.
Manufacturing risks include those associated with design for producibility, materials,
availability, manufacturing process maturity, supply chain management, manufacturing
technology, tooling design and maintenance, special test and inspection equipment, process
design/control, industrial base, and facilities/workforce considerations.
Requirements Those risks associated with achieving and delivering a needed capability.
Requirements risks include those relating to the realization of KPPs, KSAs, TPMs, and other
system attributes in the context of design, production, operation, and support constraints.
Poor requirements definition at inception, requirements rigidity, and instability can lead to
inefficiencies and sometimes program failure.
3.2 Risk Analysis

Risk analysis answers the question, How big is the risk? It is an iterative process that examines the
cost, schedule, and performance parameters of risks in order to determine their likelihood and
consequence to achieving program objectives.
Risk analysis is the activity of examining each identified risk to refine the description of the risk,
isolate the cause, and determine the effects to aid in subsequent risk mitigation. It refines each risk in
terms of its likelihood and consequence, and its relationship to other risk areas or processes.
Analysis begins with a detailed study of the risks that have been identified. By analyzing each
identified risk, the PM will have a better understanding of the cause, effects, and priorities in order to
more effectively manage the risks.
Risk analysis also answers the question, What is the likelihood and consequence of the risk? by:
Considering the likelihood the risk event will occur
Identifying the possible consequences in terms of performance, schedule, and costs
Identifying the risk level in the risk reporting matrix
Figure 3-4 depicts the how risks should be analyzed and what impact areas to quantify.
24
Risk
Identification
What can go wrong?
When analyzing risks:

Risk Monitoring
How has the risk
changed?
Communication
and Feedback
Quantify the Cost, Schedule and Performance

impacts:
Risk Analysis
What is the
likelihood and
consequence of the
risk?
RDT&E Costs
Procurement Costs
O&S Costs
Risk Mitigation
Performance thresholds
Should the risk be

accepted, avoided,
transferred or
controlled?
Schedule thresholds
Create traceability between risk events and
IMS/IMP/WBS
Identify and separately track issues and
opportunities
Conduct analysis periodically to support cost
and schedule risk assessments
Figure 3-4. Risk Analysis
Program analysis integrates the technical performance assessment, schedule assessment, and cost
estimates using established risk evaluation techniques. Likelihood and consequence analysis gives
the PM insight into the detailed implications of risks from a quantitative perspective. It also
provides a basis for prioritizing efforts and allocating resources to mitigate risks.
3.2.1 Likelihood
Risk likelihood is the assessed probability that a risk event will occur given existing conditions. It is
important that the likelihood of the risk be tied to a specific risk event. Table 3-1 provides general
criteria for establishing the likelihood of a risk occurring. The use of the predefined likelihood and
consequence criteria provides a consistent means for evaluating risks so a program can make
objective comparisons of risks. Risks can be characterized as high, moderate, or low based on rating
thresholds.
Table 3-1. Levels of Likelihood Criteria
Level
Likelihood
Probability of Occurrence
Not Likely
~10%
Low Likelihood
~ 30%
Likely
~ 50%
Highly Likely
~ 70%
Near Certainty
~ 90%
25
3.2.2 Consequence
When analyzing risks, each risk should be rated in terms of impact to the program.(i.e., effect of the
item on program technical performance, schedule, and/or cost). Risk consequence is measured as a
deviation against the program performance, schedule, or cost baseline. While the Government and
contractor may have a different perspective on sources of risk and priorities, they should seek to have
a common framework for risk consequence analysis. Risk statements should be clearly written to
define the potential event that could adversely affect the ability of the program to meet cost,
schedule, and performance thresholds. Consequence levels should be defined and included in the
SEP, SEMP, and RMP.
The consequence criteria in Table 3-2 may aid a program in distinguishing the type of technical
performance, schedule, and cost (Research Development Test and Evaluation (RDT&E),
Procurement, or Operations and Maintenance (O&M)) consequences. When assessing the
consequence magnitude, the program team evaluates each risk as if it were going to occur. The
impact is assessed qualitatively on a scale of 1 to 5, using the guidelines in the table.
PMs are encouraged to carefully consider their programs performance, schedule, and cost thresholds
and to use these thresholds to set meaningful consequence criteria tailored to their program. For
example, KPP and Acquisition Program Baseline (APB) thresholds should trigger Level 5
consequences. Lower-level consequences may serve as incremental warning points in the areas of
performance, schedule, and cost. If employed properly, this approach can be effective in linking
program management parameters with the risk management approach.
Typically risk control activities reduce the likelihood of the risk event occurring but do not affect the
level of consequence (cost, schedule, or performance impact) if the risk event is realized. In
addition, as part of risk control activities, the program may reduce the risk level if the systems
design architecture changes or if the program addresses constraints, such as budget limitations,
inflexible schedule, or inability to change requirements as part of the risk control activities.
26

Table 3-2. Levels and Types of Consequence Criteria
Cost
Level
Technical Performance
Minimal or no consequence to technical

performance
Minimal or no
impact
Minimal or no impact
< $A or _% of budget
Minor reduction in technical

performance or supportability; can be
tolerated with little or no impact on
program
Able to meet key

dates
Slip months
Budget increase or unit

production cost increase
$A $B or _% of budget

$A $B or _% of
budget

$A $B or _% of
budget
Moderate reduction in technical

performance or supportability with
limited impact on program objectives
Minor schedule slip.

Able to meet key
milestones with no
schedule float
Slip months

$B $C or _% of budget

$B $C or _% of
budget

$B $C or _% of
budget
Significant degradation in technical

performance or major shortfall in
supportability; may jeopardize program
success
Program critical path

affected
Slip months

$C $D or_ % of
budget

$C $D or _% of
budget

$C $D or _% of
budget
Severe degradation in technical

performance; cannot meet KPP or key
technical/supportability threshold; will
jeopardize program success
Cannot meet key

program milestones
Slip months
Exceeds APB threshold

>$D or _% of budget

>$D or _% of budget

>$D or _% of budget
Schedule
RDT&E
Procurement
27
Operations &
Maintenance
It can sometimes be difficult to determine whether a risk is a performance risk, a schedule risk, or a
cost risk. The following paragraphs clarify some of the distinctions.
3.2.2.1
Performance Consequence Considerations
Programs should first determine whether a risk has a direct performance consequence or impact. If
so, the risk should be noted as a performance risk even though it may also have attendant schedule or
cost implications. Performance risks have adverse consequences to capabilities, operations, user
needs, or any derived requirements to effectiveness or suitability. Performance consequences can be
manifested by performance shortfalls in a technical baseline artifact (specification, drawing, etc.),
performance of a test article, or operational system performance.
3.2.2.2
Schedule Consequence Considerations
If the risk is judged not to have a performance impact, programs should next ask, Is there an impact
to schedule and to what extent? If the risk affects the critical path, then it has an impact on both
schedule and cost but should be carried as a schedule risk.
Program teams should analyze the impact of the risk to the IMS and the critical path(s), to:
Evaluate baseline schedule (durations and network logic)
Incorporate technical assessment dates and schedule uncertainties into the program schedule
Evaluate impacts to program schedule based on engineering team assessment
Perform schedule analysis on the program IMS, incorporating the potential impact and
off-ramps from all contract schedules
Quantify schedule excursions reflecting the effects of cost risks, including resource
constraints
Provide a Government schedule assessment for cost analysis and fiscal year planning,
reflecting the technical foundation, activity definition, and inputs from technical and cost
areas
Document the schedule basis and risk impacts for the risk assessment
Project an independent forecast of the planned completion dates for the SETRs and major
milestones
Conduct Schedule Health Checks and SRA to aid in the identification of schedule
consequences
3.2.2.3
Cost Consequence Considerations
Programs should examine whether a risk has a cost consequence by asking, Does the risk affect the
RDT&E, procurement, or O&M costs? If so, with no performance or schedule impacts, the risk is a
cost risk and may have an impact on program efforts to:
Assess technical and schedule results.
28
Derive life cycle cost estimates by integrating technical assessment and schedule risk impacts
on resources.
Establish budgetary requirements consistent with fiscal year planning.
Determine whether the adequacy and phasing of funding supports the technical and
acquisition approaches.
Provide program life cycle cost excursions from near-term budget execution impacts and
external budget changes and constraints.
Document the cost basis and risk impacts.
Note: Cost and funding are not the same. Cost is related to the amount of money necessary to
acquire and sustain a commodity; funding is the amount of money available to acquire and sustain
that commodity.
Expectations:
Predefined likelihood and consequence criteria are used to provide a consistent means
for evaluating risks so objective comparisons of risks can be made. Risks can be
characterized as high, moderate, or low based on rating thresholds.
Risk statements identify events that could adversely affect the ability of the program to
meet performance, schedule, and cost thresholds or objectives.
Trade studies inform risk mitigation activities, technology off-ramps, and the adjustment
of requirements during Knowledge Point reviews and Configuration Steering Boards.
Risk analysis is a snapshot in time and may change significantly during the program.
Program teams conduct risk analyses periodically to align and support other program
management activities such as technical, IMS (including critical path), and EVM
reviews. All aspects of risk management are iterative.
If the analyzed likelihood is at or near 100 percent, the program teams address the
problem as an issue rather than a risk.
3.2.3 Risk Reporting Matrix

The purpose of risk reporting is to ensure that management receives all necessary information to
make timely and effective decisions to manage risks. This allows for coordination of actions by the
risk team, allocation of resources, and a consistent, disciplined approach. A primary goal of risk
reporting should be to provide the PM with an effective tool for managing and communicating risk.
Programs should use a likelihood and consequence risk matrix to characterize risks.
characterization aids the program office in prioritizing risk mitigation activities.
This
The program should revisit and update the matrix on a regular basis. Once the analysis of likelihood
and consequence is complete, program teams should then use the risk reporting matrix shown in
29
Figure 3-5. This risk reporting matrix allows the combination of likelihood and consequence to form
an overall risk level for each risk: low (green), moderate (yellow), or high (red). Program teams can
then use this rating level to more effectively communicate the level of risk and the urgency of
program actions to control those risks.
Likelihood
Probability of
Occurrence
Not Likely
~10%
Low Likelihood
~ 30%
Likely
~ 50%
Highly Likely
~ 70%
Near Certainty
~ 90%
High
Likelihood
Level
2
1
Moderate
Low
1
2
3
4
Consequence
Risk ID Number:
Risk Driver:
Risk Mitigation Action:
- Cost: $
Closure Date:
Cost Impacts:
- RDTE: $ or %
- Production: $ or %
- O&M: $ or %
Performance Impacts:
Schedule Impacts:
- Months:
Cost
Level
Technical Performance
Schedule
Minimal or no consequence to technical

performance
RDT&E
Procurement
Operations &
Maintenance
Minor reduction in technical performance or

supportability; can be tolerated with little or no
impact on program
Able to meet key dates

Slip months



Moderate reduction in technical performance or

supportability with limited impact on program
objectives
Minor schedule slip. Able

to meet key milestones
with no schedule float
Slip months



Significant degradation in technical

performance or major shortfall in supportability;
may jeopardize program success
Program critical path

affected
Slip months

$C $D or_ % of budget

$C $D or _% of budget

$C $D or _% of budget
Severe degradation in technical performance;

cannot meet KPP or key technical/supportability
threshold; will jeopardize program success
Cannot meet key program

milestones
Slip months

>$D or _% of budget

>$D or _% of budget

>$D or _% of budget
Figure 3-5. Risk Reporting Matrix
Risk reporting documents should include recording, maintaining, and reporting of risk identification,
risk analyses, risk mitigation approach, and tracking results. Risk reporting is performed as part of
technical reviews, risk review board meetings, or periodic program reviews. Documentation includes
all plans and reports for the PM and decision authorities, as well as reporting forms that may be
internal to the program office. Predefined likelihood and consequence criteria should be used to
provide a consistent means for evaluating risks so objective comparisons can be made.
Once the risks have been categorized by likelihood and severity of consequence, the risks can be
prioritized onto the risk reporting matrix. This graphical representation of the analyzed risks offers
some structure to risk management decisions that are often complex. The matrix focuses on the most
logical and critical risks as demonstrated in Figure 3-6.
Risks can be characterized as high, moderate, or low based on rating thresholds. A risk level of high,
moderate or low is calculated for each risk and serves as the means to rank the program risk. This
difficult but important step in the risk management process helps the program determine resource
allocation and the appropriate mitigation strategy. As implementation proceeds and additional risks
30
are identified, different scenarios may be used to analyze their impact on the programs cost,
schedule, and performance requirements. This process allows the management of individual risks to
be prioritized in terms of their impact.
Prioritizing risks is important during all acquisition phases, but especially when there has been a
significant change in the Acquisition Strategy and prior to milestone reviews. Since every project is
unique, the priorities of certain risks will vary. Risks also can be prioritized based on their
relationship to other external risks. Risks that are high and have the most critical impact on program
execution can be given the most priority. Figure 3-6 depicts a sample prioritized program risk matrix
that summarizes the program risk picture.
80 Risks Tracked in Risk Register
14 Red
29 Yellow
37 Green
5 Risks are Top-level Prioritized

Program Risks
2 are programmatic risks
3 are technical risks
1 is a business risk
Figure 3-6. Prioritized Risk Matrix
Programs should use the risk tracking methodology that best suits them and might integrate a risk
reporting matrix with risk control activities as outlined in Figure 3-7. This figure shows an example
of an alternative approach for presenting the risk, performance, schedule, and cost (RDT&E,
procurement, or O&M) consequences. This alternative risk reporting matrix also facilitates assessing
performance to plan relative to risk control activities.
31
Figure 3-7. Alternative Risk Reporting Matrix
Expectations:
Risk statements are clearly written to define the potential root risk event that could adversely
affect the ability of the program to meet cost, schedule, and performance thresholds.
o The risk driver, mitigation activities, and closure are identified on the risk reporting
matrix.
o The magnitude and type of cost consequence (RDT&E, procurement, or O&M) are
quantified on the risk reporting matrix.
o The costs of control activities are shown on the risk reporting matrix.
o Programs ensure that the risk consequences are based on the cost and schedule criteria
defined in the SEP, SEMP, Acquisition Strategy, and RMP.
3.2.4 Risk Register
A risk register is a tool commonly used as a central repository for all risks identified by the program
team and approved by the RMB. A risk register should be developed once the project and RMP have
been approved. It provides a mechanism for maintaining awareness of the number and type of risks.
The risk register records details of all risks identified throughout the life of the project. It includes
information for each risk such as risk category, likelihood, consequence, planned mitigation or
control measures, the risk owner, and, where applicable, expected closure dates. Figure 3-8 shows a
sample format for a risk register. Risks should be linked to the appropriate WBS/IMS activities.
Programs should regularly update and maintain the risk register as the status of risks change due to
risk mitigation strategies. New risks should be added to the risk register when identified.
32

Linked
Risk
Type of
WBS/IMS Owner
Status Tier
Number
Risk
ID#
8231
3.2.2
Mr. Bill Technical Open

Smith
II
Risk
Event
Excessive
number
of priority
1 and 2
software
defects
may
cause a
delay to
the start
of IOT&E
Likelihood /
Risk
Consequence Reporting
Rating
Matrix
3/4
Yellow
Risk
Mitigation
Strategy
Submitted
Date
Board
Review
Planned
Closure
Control - 8/23/2013 1/14/2014 2/12/2014

Program will
apply
management
reserve to
retain
adequate
software
engineers to
burn-down
SW defects
Expected
Plan
Risk
Status
Rating
Green
(1-4)
On
track
Figure 3-8. Risk Register
3.3 Risk Mitigation

Risk mitigation incorporates a strategic approach to addressing risks. A risk mitigation approach
answers the question, What is the plan? After the programs risks have been assessed, the PM should
develop approaches to manage risks by analyzing various mitigation techniques and selecting those
best fitting the programs circumstances. The selected mitigation approaches for program-level risks
should be reflected in the programs Acquisition Strategy and include the specifics of what should be
done, when it should be accomplished, who is responsible, the cost and schedule impact, and the
funding/resources required to implement the risk mitigation plan. Figure 3-9 highlights key aspects
of risk mitigation.
Risk
Identification
What can go wrong?
When mitigating risks:

Consider accepting, avoiding and
transferring the risk and not just to control
the risk
Risk Monitoring
Communication
and Feedback
How has the risk

changed?
Take into consideration elevating the risk to

the appropriate tiers (executive, management
or working level)
Risk Analysis
What is the
likelihood and
consequence of the
risk?
Risk Mitigation
Should the risk be
accepted, avoided,
transferred or
controlled?
Include cross program risks in order to

consider the impact of risk management
actions on other programs
Risk Mitigation Options:
Tracking the implementation and progress of

the risk handling strategy, not just the
development and planning of the selected
strategy
Avoid Risk
Transfer Risk
Control Risk
Figure 3-9. Risk Mitigation
33
Through risk mitigation the program identifies, evaluates, and selects options to set risk at acceptable
levels given program constraints and objectives. For each risk, program teams should select the most
appropriate program approach from the four mitigation options listed and document the planned
approach in a risk mitigation plan.
The level of detail in planning depends on the program life cycle phase and the nature of the risks to
be addressed. However, there should be enough detail to allow an estimate of the effort required and
technical scope needed based on system complexity. Figure 3-10 provides a sample risk reporting
matrix that highlights the details that should be addressed when quantifying the impact of risks.
Risk ID Number: 31
Risk Driver:
- Cost: $
Closure Date:
Cost Impacts:
- RDT&E: $ or %
Schedule Impacts:
- Months:
- Only achieves XX% of
aaa KPP performance
Risk ID Number: 22
Risk Driver:
- Cost: $
Closure Date:
Cost Impacts:
- O&M: $ or %
Schedule Impacts:
- Months:
Risk ID Number: 4
Risk Driver:
- Cost: $
Closure Date:
Cost Impacts:
Schedule Impacts:
- Months:
- May trade xyz
performance
Risk ID Number: 99
Risk Driver:
- Cost: $
Closure Date:
Cost Impacts:
- RDT&E: $ or %
- O&M: $ or %
Schedule Impacts:
- Months:
- Only YY% of abc KSA
performance
Risk ID Number: 18
Risk Driver:
- Cost: $
Closure Date:
Cost Impacts:
- RDT&E: $ or %
Schedule Impacts:
- Months:
Figure 3-10. Sample Program Tier 1 Risk Reporting Matrix
When formulating the mitigation approach, the RMB should compile a list of criteria that answers
questions such as:
Is the approach feasible in implementation?
Are the expectations realistic in effectively reducing program risk to an acceptable level?
Is the approach affordable in terms of dollars and resources?
Is adequate time available to develop and implement the approach?
What impact do these approaches have on the overall program schedule?
What impact will the mitigation approach have on the technical performance of the system?
34
Successful mitigation requires the Government and the contractor to communicate all program risks
for mutual adjudication. Both parties may not always agree on risk likelihood/consequence, but the
RMB is the mechanism for risk definition and assignment. Programs often fall into the trap of
identifying ongoing program activities as risk mitigation actions, without making changes to the
planning, requirements, budget, or the program budget/resource allocation. This approach of not
changing the planning, requirements, budget or program allocation typically is not sufficient to
adequately address the identified risks. In most situations, relying on previously planned program
activities without modifying them will not control the risk but may result in the programs simply
accepting the risk and its consequence, as part of the program approach. It is important for programs
to recognize this distinction when communicating risk mitigation approaches to higher program and
technical authority.
If the risk changes significantly, the program team should adjust the risk mitigation approaches
accordingly. If the risks are lower in severity than previously assessed, then the program team can
reduce or cancel the specific risk mitigation approach and consider using the resources for other uses.
If risks are higher in severity or new events are found, appropriate risk mitigation efforts should be
implemented. Notwithstanding the actions taken, the rationale for the changes to the risk (and
control implementation) should be documented and maintained in a history file.
3.3.1 Risk Acceptance

By risk acceptance, the program acknowledges that the risk event or condition may be realized and
willingly accepts the risk with the consequences. Accepting a risk does not mean that it is being
ignored. Before accepting the risk, the program should identify the resources, schedule, and cost
needed to overcome the risk. The executive, management, and working levels occasionally have to
seek relief from the next higher level or accept a risk without making a clear effort to control it,
depending on the scope of the consequence. For example, risks may also be accepted if further
control exceeds cost or schedule allocations. However, the program should make every attempt to
identify and understand the risk so that any future efforts can be strategically planned.
3.3.2 Risk Avoidance

Through risk avoidance, the program eliminates the risk event or condition by taking an alternate
path. Analyzing and reviewing the proposed system in detail provides insight to determining the risk
drivers for each technical requirement. Examples might be changing operating procedures or
substituting a low-risk mature technology. Risk avoidance also provides the PM with an
understanding of what the real needs are and ways of avoiding the risks that are not critical to
performance. This may involve a change in the requirements and specifications that reduce risk to an
acceptable level. Risk avoidance should be supported by a cost-benefit analysis.
35
3.3.3 Risk Transfer

Risk transfer includes reassigning the risk responsibility to another entity. This approach may
reallocate a risk from one program to another, between the Government and the prime contractor, or
within Government agencies. The prerequisite for transferring a risk is the acknowledgement from
the receiving entity that it now owns the risk. For example, a performance risk can be transferred to
an external program to improve the performance of that subsystem. Reallocating risk drivers such as
design requirements that are transferred may lead to lower system risks while maintaining systemlevel requirements.
3.3.4 Risk Control

Risk control entails controlling the risk by taking action to reduce the likelihood of a risk event or
condition. This approach does not seek to eliminate the risk but attempts to reduce the risk and
monitor its impact/effect on the program. The intent of the risk control plan implementation is to
reduce the level of program risks by:
Directing the teams to execute the defined and approved risk control plans
Applying resources (manpower, schedule, budget) to reduce the likelihood and/or

consequence of risks
Tracking resource expenditure, technical progress, and risk impacts (benefits)
Providing a coordination vehicle with management and other stakeholders
Outlining the risk reporting requirements for ongoing monitoring, to include trip wires
which warrant elevating the risk to the next management level
Documenting the change history
Providing information to further enhance risk tracking and risk communication
It is also possible that throughout the system life cycle there may be a need for different near-term
and long-term control approaches. Programs should avoid the tendency to select control as the risk
mitigation approach without seriously evaluating acceptance, avoidance, and transfer.
3.3.5 Risk Burn-Down

Once a program team has determined that the mitigation strategy for a risk is to control it, part of the
control plan may include a risk burn-down plan for high risks. The program identifies mitigation
activities in a burn-down strategy. For most risks, the burn-down plan consists of steps, tied to the
project schedule, that allow the program to control and retire risks. A burn-down plan consists of 6
steps to plan for risk mitigation:
1. Identify risk start and end points on a graph
2. Assign numerical values to these points
36
3. Identify activities that will burn-down risk

4. Estimate the time basis for these activities
5. Estimate their relative risk burn-down contribution
6. Chart the relationship of activities on a date basis
Figure 3-11 shows a sample risk burn-down chart and associated activities. A risk burn-down chart
includes:
An instant snapshot of the progress of a risk over time
Actual progress against the planned reduction of risk levels
Effectiveness of previous risk control activity
IMS tasks
Figure 3-11. Risk Burn-Down
37
Expectations:
Risks are either:
o Accepted: The program assumes responsibility for potential consequences.
o Avoided: The program eliminates the risk event or condition by taking an
alternate path.
o Transferred: The program assigns risk responsibility to another entity.
Programs should not transfer a risk to another program unless the receiving
organization accepts it and has the resources to control it.
o Controlled: The program develops, resources, and monitors control plans.
The risk register captures the risk mitigation approach (Accept, Avoid, Transfer,
Control) for each risk.
Risks that are assessed as High or Moderate have resourced risk control plans.
o Due to potential adverse impact to the program, risks assessed as High and
remaining such for longer than 3 months require fallback or alternative plans.
o Risks that are assessed as Low do not require control plans but, upon further
review by management, may have elements that require monitoring. If so, risk
control plans may be formally or informally implemented.
The risk reporting matrix should not list issues.
Risks are managed at the appropriate organizational level (executive, management, or

working). The program tracks implementation of risk control, not just development of
a control plan. The program allocates appropriate budget. Programs continually
monitor control plans/implementation for new and changing risks.
Typically risk control activities reduce the likelihood of the risk event occurring, not
the consequences (cost, schedule, or performance impact).
3.4 Risk Monitoring

Risk monitoring answers the question, How have the risks changed? Risk monitoring includes a
continuous process to systematically track and evaluate the performance of risk mitigation
approaches against established metrics throughout the acquisition process. During this time, the
program office should reexamine and conduct assessments with the risk mitigation approaches to
determine effectiveness.
Successful risk monitoring includes timely, specific reporting procedures as part of effective
communications among the program office, contractor, and stakeholders. Figure 3-12 highlights
selected components of risk monitoring. Risk monitoring documents may include: TPM status, other
program metrics, risk register reports/updates, technical reports, earned value reports, watch lists,
schedule performance reports, technical review minutes/reports, IMSs, test results, and operational
feedback.
38
Risk
Identification
What can go wrong?
When monitoring risks:

Include Technical Performance Measures
(TPMs) as an integral activity when
monitoring risks after selecting the
appropriate risk handling strategy
Risk Monitoring
How has the risk
changed?
Conduct regular status updates to monitor

risks for changes to likelihood or
consequences
Communication
and Feedback
Risk Analysis
What is the
likelihood and
consequence of the
risk?
Risk Mitigation
Should the risk be
accepted, avoided,
transferred or
controlled?
Document risks that can be retired as well as

risks that are still being managed to avoid
unnoticed relapse of the retired risk
Keep lines of communication open to notify
management when ability to handle the risk
is out your control
Figure 3-12. Risk Monitoring
Program offices and contractors should establish a regular schedule for reviewing risks, issues, and
opportunities. At a top level, periodic program management reviews and technical reviews provide
much of the information used to identify any performance, schedule, readiness, and cost barriers to
meeting program objectives and milestones. Therefore, throughout the program, the program office
should reevaluate known risks on a periodic basis and examine the program for new events by:
Monitoring risks for any changes to likelihood or consequence as a result of program

progress
Reviewing regular status updates
Displaying risk management dynamics by tracking risk status within the risk reporting matrix
and risk register reports/updates
Alerting management as to when risk mitigation plans should be implemented or adjusted
Citing those risks that can be retired due to program progress or control
Reviewing retired risks on a periodic basis to ensure they have not relapsed
The key to risk monitoring is to establish a management indicator system over the entire program.
The PM uses this indicator system to evaluate the status of the program throughout the life cycle. A
risks likelihood and consequence may change as the acquisition process proceeds and updated
information becomes available. Program teams should use the management indicator system to
39
provide an early warning when the likelihood of occurrence or the severity of consequence exceeds
pre-established thresholds/limits or is trending toward exceeding preset thresholds/limits. Risk
monitoring allows the program team to take timely management actions to control these problems.
Figure 3-13 illustrates the results of risk control actions against established metrics throughout the
acquisition process. The plotted position on the risk reporting matrix should show the PMs current
assessment of the risks likelihood and the estimated severity of its effect on the program if control
fails. Figure 3-13 also provides an example of changed risk status after risk mitigation. As risk
control succeeds in a program, a yellow or red risks position on the risk reporting matrix migrates in
successive assessments from its current location toward the green. Therefore, the program office
should reexamine risk assessments and risk control approaches concurrently and feed information
back to the other risk activities of identification, analysis, and mitigation.
Figure 3-13. Risk Monitoring Matrix
Expectations:
The program team conducts regular status updates to monitor risks for any changes to
likelihood or consequence as a result of program progress. Program offices and
contractors establish a regular schedule for reviewing risks, issues, and opportunities.
The team alerts management when risk mitigation plans should be implemented or
adjusted.
Managers alert the next level of management when the ability to mitigate a risk exceeds
the lower levels authority or resources.
The program team tracks implementation of risk control against the plan.
The program establishes a management indicator system over the entire program to
monitor risk activity.
The program reviews closed risks periodically to ensure their risk level has not changed.
40
4 INTEGRATING RISK MANAGEMENT WITH OTHER PROGRAM

MANAGEMENT TOOLS
Programs need to integrate risk management with other program management tools during all phases
of the program. Four examples of program management tools discussed in this guide are the WBS,
IMP, IMS, and EVM.
The program should use the WBS and IMS to identify risks during periodic reviews of work
packages. The program should then enter risks into the register along with the associated control
plans, and whenever possible, link the risks to the work packages associated with the control effort.
For control efforts that represent new or out-of-scope work, the program may need new resourceloaded work packages to track the effort. The IMP should include major program-level risks. Risk
control efforts should include assigned resources (funded program tasks) reflected in the IMP, IMS,
and EVM baselines.
Collectively, the WBS, IMP, IMS, and EVM help the PM gain insight into balancing program
requirements and constraints against cost, schedule, or technical risk. A good risk management
process allows the program to deal with risk in a timely manner and at the appropriate management
level. A stable and recognized program baseline is critical to effective risk management.
4.1 Work Breakdown Structure

The WBS is a product-oriented family tree composed of hardware, software, services, data, and
facilities. It displays and defines the product, or products, to be developed and/or produced and is an
organized method to break down a product into sub-products at lower levels of detail. Produced
from systems engineering efforts, it breaks down and decomposes all authorized program work into
appropriate elements for planning, budgeting, scheduling, and cost accounting. The WBS facilitates
communication as it provides a common frame of reference for all contract line items and end items.
Figure 4-1 depicts a simplified WBS decomposed to Level 3.
Level 1
Level 1: The entire

system/program
Radar System
Level 2: First layer of

major elements
Level 2
Level 3
System Test and

Evaluation
Level 3: Sub-elements
subordinate to level 2
Developmental Test
and Evaluation
Figure 4-1. Example of WBS Levels

41
4 Integrating Risk Management with Other Program Management Tools
The program should use the WBS as a basis for identifying and analyzing risk, for monitoring risks
at their respective levels (primarily for impact on cost and schedule performance), and for assessing
the resulting effect of risks on the overall program or product. Following risk mitigation planning,
the program should update the WBS as needed to reflect selected mitigation options.
Figure 4-2 provides examples of a program and contractor WBS relationship. See MIL-STD-881 for
more details on preparing, understanding, and presenting the program WBS and contractor WBS.
Figure 4-2. Government and Contractor WBS Relationship
4.2 Integrated Master Plans and Integrated Master Schedules

Effective risk management requires a stable and recognized baseline from which to identify program
risks. The IMP and IMS help establish and maintain that baseline. The IMP is an overarching eventbased plan that displays each milestone and supporting accomplishments needed for program
completion. The IMS documents the more detailed, logical sequence of work, including
relationships among tasks and significant interdependencies. The IMP and IMS facilitate effective
planning and forecasting that are critical to project success. Distinct IMS tasks are summarized by
WBS identifiers so the program can track progress and measure schedule performance. Assigning
the same WBS codes to each task in the IMP and IMS allows direct traceability to the WBS (shown
in figure 4-3). This structure serves as the basis for meeting the RFP requirements.
Figure 4-3. IMP/IMS Creation and Implementation
The IMS is critical as the program develops what-if scenarios to assess the likelihood and
consequence of each risk. Using the IMS, the program should identify risk drivers to gain a better
understanding of the risks and therefore identify the best mitigation strategy. In order to better track
progress in controlling risk, the program should reflect resources in the IMS.
42
4.2.1 IMS Health Assessment

Programs should regularly assess the health of the IMS through a schedule health assessment.
Schedules should be resource loaded and trace to TPMs. The following schedule health
characteristics aid the program office to assess the quality and structural integrity of schedules.
These characteristics provide the analyst with a framework for asking educated questions and
performing follow-up research.
Logic: A good schedule identifies and links all work package elements in the order they
should be executed using predecessors and/or successors.
Type of Relationship: Relationships establish the order in which each task should be
completed. The finish-to-start relationship is the preferred method as established by auditing
agencies and is the default for many scheduling tools. A good schedule establishes a finishstart hierarchy, with few exceptions.
Hard Constraints: Hard constraints fix a tasks finish date and prevent tasks from moving
as their dependencies finish, thereby preventing the schedule from being logic-driven. The
critical path and any subsequent analysis may be adversely affected. Good schedules will not
have any hard constraints.
High Duration: Any unfinished task with a baseline duration greater than 44 working days
(2 months) is considered high duration. Good schedules will break down tasks that have
durations greater than 44 days into smaller, more manageable efforts that provide better
insight into cost and schedule performance.
Leads: A lead is an overlap between tasks that have a dependency. For example, if a task
can start when its predecessor is half finished, the program can specify a finish-to-start
dependency with a lead time of the applicable number of days for the successor task.
Programs should minimize leads as they can distort the critical path and cause resource
conflicts.
Lags: Any duration between a tasks completion and its predecessors start date is defined as
a lag. Lags should be avoided because they can adversely affect the critical path and any
subsequent analysis.
High Float: Float (or slack) is the amount of time a task can be delayed without causing a
delay to subsequent tasks. A task with float more than 44 working days is considered high
float and may be a result of missing predecessors and/or successors. If the percentage of
tasks with high float exceeds 5 percent, the critical path may be unstable and will not be
logic-driven. Good schedules avoid high float.
Negative Float: Any task with negative float (less than zero) may indicate that the
forecasted date (start-to-finish) is unrealistic and will affect the schedules overall realism.
Good schedules will have a corrective action plan (get-well plan) to mitigate the negative
float and its impact.
Invalid Dates: If a status to actual start/finish dates reflects a future beyond the current
status date, it is considered invalid. Tasks that have actual start and/or actual finish dates that
meet these criteria indicate that the IMS has not been properly statused. Accurate, updated
actual start and finish dates are necessary for program management decisions and for
calculating a valid critical path.
Resources: Tasks that have durations of one or more days require the allocation of resources
(hours/dollars) to complete the assigned work. Good schedules use resource allocations to
43
assist the PM in ensuring the scheduled efforts are executable as planned and increase
effectiveness of schedule risk assessments.
Missed Tasks: Tasks that do not finish as planned are considered missed tasks. An
excessive amount of missed tasks indicates that the program is performing poorly to the
baseline plan and may be a result of inadequate resources and/or unrealistic planning. Good
schedules provide advanced warning to the PM, helping to minimize the impact.
Critical Path Test: Properly established schedules map tasks in a sequential order. The
schedule of sequential tasks with zero float creates a critical path. A failed critical path test
indicates broken logic somewhere in the schedule. Good schedule management ensures the
critical path remains intact.
Critical Path Length Index (CPLI): The CPLI measures the schedules efficiency to finish
on time. The CPLI uses the negative float in a schedule to calculate the longest, continuous
sequence of tasks/activities through the schedule from contract start (or current status date) to
contract completion. A CPLI of 1.00 or greater indicates there is no negative float in the
schedule. Good schedules approach a CPLI of 1.00.
Baseline Execution Index (BEI): The BEI is the efficiency with which actual work has
been accomplished when measured against the baseline plan. This efficiency measure is an
indication of how well the program is executing to plan. Well-executed schedules have a
calculated BEI not less than 0.95 with a target of 1.00.
As displayed in Figure 4-4, the designation of a red assessment is not synonymous with failure, but
rather an indicator of potential lower schedule quality.
Figure 4-4. Sample Schedule Health Characteristics Assessment
44
4.2.2 Schedule Risk Assessment

Schedule risk assessments (SRA) provide a means to determine the level of risk associated with
various tasks that make up the program and their effect on overall program schedule objectives. The
analyst reviews the schedule to determine schedule risk and supplemental risk drivers and identifies
high-risk tasks that should be on the critical path. Using a Monte Carlo simulation or other analytical
tools, the analyst should develop a probability distribution based on the duration of each task. The
critical path within the schedule should indicate a realistic estimate of the schedule risk.
An SRA provides an estimate to notify the PM early on if there is a significant likelihood or
probability of overrunning the program schedule and by how much. Although schedule probability
distribution should be developed as soon as the IMS is available, the distribution can be performed
starting at the completion of the first statement of work.
The WBS is best used as a starting point for identifying the lowest level activity for which duration
and probability can be assessed. The WBS level selected depends on the program phase. An SRA
should be at the program level and should include all contractor schedules; however, it is possible to
run an assessment on each contractors schedule, if it is properly loaded.
Monte Carlo simulation produces cumulative probability associated with different duration values in
order to indicate the level of schedule risk and to identify the specific schedule drivers. It also
provides overall schedule risk at the program level, accounting for the combined effects of multiple
individual risks affecting program activities. Since the IMS, which was derived from the WBS
elements, is used in loading the chosen risk assessment tool, it is possible to determine the risk
drivers and link them back to the appropriate performance risks.
Figure 4-5 shows the process and components of schedule risk assessments. Accurate analysis
requires continuous cooperation between the schedule analysts and the PM.
45
Figure 4-5. Schedule Risk Assessments
4.2.3 Cost Risk Assessment Technique

If the IMS is well constructed and fully resourced, it can be used to conduct cost risk assessments.
These assessments can provide a realistic cost Estimate at Completion (EAC) that permits the
evaluation of performance and technical parameters or schedule causes of cost risks in order to
determine the actual risk of cost overruns and to identify cost drivers. The cost risk is determined by
comparing the EAC with the cost baseline developed as part of the acquisition program baseline.
The risk-adjusted program cost estimate displays the probability of a program completing within a
dollar threshold and forecasts a recommended budget baseline required to complete the program
within certain cost parameters.
Although this assessment can be used throughout the acquisition phases, it should be used in
conjunction with technical performance and schedule risk assessment. Cost risk assessments should
address both the probability of occurrence and the consequences/impacts of potential risk events. As
the program advances through the acquisition life cycle and the WBS is expanded, specific technical
performance and schedule risks can then be identified down to the lowest (4, 5, or lower) level. The
WBS elements may encompass cost estimating uncertainties, schedule risks, and technical
46
performance risks; therefore, the validity of the cost data used to construct the cost risk assessments
is critical. Collecting good data is the most critical part of the cost assessment process.
A number of analytical tools can be used to perform cost risk assessments. As with SRAs, Monte
Carlo simulation can be used to determine the cost probability distributions for a program. This
technique is often chosen for its quick results and fairly accurate estimates.
4.3 Earned Value Management

EVM is a program management tool that provides insight into the contractors cost and schedule
performance against planned performance. By integrating the technical, cost, and schedule
parameters of a contract into an integrated baseline, work is performed and measured against this
baseline whereby a corresponding budget value is earned.
If variances in cost and schedule begin to appear in Contract Performance Reports (CPR), the
program team can then use EVM to analyze the data and isolate causes of the variances and identify
any risks that may be associated with the variance. Using the earned value metric, cost and schedule
variances can be determined and the program manager can identify significant risk drivers, forecast
future cost and schedule performance, and implement corrective action plans to get back on track.
EVM is effective in helping a program monitor WBS elements that are experiencing risks. The
strength of EVM lies in its rigorous examination of what has already occurred on the project, using
quantitative metrics to evaluate project past performance. The program can then analyze what
actions are necessary to establish or modify a mitigation approach.
If the program contract is required to comply with ANSI/EIA-748, Earned Value Management
Systems, risk management should be integrated with EVM to expose underlying drivers of
performance risk.
Expectations:
Programs integrate risk management with other management tools (WBS, IMP, IMS,
EVM, as applicable) during all phases of the program.
Programs establish traceability between risk management activities and the WBS, IMP,
and IMS.
47
5 ISSUE MANAGEMENT PROCESS

Through issue management, the program identifies issues that have already occurred and assesses the
severity and urgency of their possible impact on the program. This process results in a strategy for
resolving, transferring, or assuming the issues.
OSD has found that program issues are, too often, mistakenly characterized as risks. This practice is
reactive and tends to blind the program to true risk management. Risk management applies resources
to lessen the likelihood, or in some cases, the consequence, of a future event. Issue management, on
the other hand, applies resources to address and resolve a past or occurring event and its related
consequences. When a negative event has been identified and has a past or present impact to the
cost, schedule, or performance of a program, it is not a risk. These events should be cataloged as
issues and should be addressed within the programs normal issue management process. In addition,
even though an issue may introduce a likely future consequence, this does not make it a risk. To
ensure issues and risks are properly identified, programs should have an issue management approach
to identify problems and track associated closure plans. Programs should also assess whether issues
are spawning prospective risks.
Figure 5-1 displays the issue management process. Similar to the risk management process, issue
management should have its own cost-effective approach for identifying, analyzing, handling, and
monitoring program issues. PMs and chief engineers should develop a Plan of Action and
Milestones (POA&M) to address and manage all program issues. Issues should be reviewed during
the program office and contractors regularly scheduled meetings. Issue management, when properly
applied and communicated, can shift management action from reactive to proactive.
Issue
Identification
What has gone wrong?
Issue
Monitoring
How has the issue
changed?
Communication
and Feedback
Issue
Analysis
What is the
consequence of the
issue?
Issue
Handling
Should the issue be
accepted, resolved, or
transferred?
Figure 5-1. Issue Management Process
48
5 Issue Management Process
Issues are best identified before the beginning of a new project or contract and should be updated and
reviewed periodically throughout the life cycle of the program. Unlike opportunities and risks, there
is no assessment of their likelihood because issues have either already occurred or are in the process
of occurring. The issue management matrix in Figure 5-2 provides a graphical representation of the
issue status. Issues are mapped according to their consequences. The yellow, orange, and red
regions on the matrix indicate areas of low, moderate, and high issues, respectively.
Figure 5-2. Issue Reporting Matrix
Once an issue has been analyzed for severity and urgency, the program should develop and
implement a corrective action plan. The program monitors issues using the following mitigation
options:
Transfer Reallocating ownership of the issue to a team more capable of reducing or

accepting the issue.
Assume Accepting the issue based on results of cost-benefit analysis that displays a benefit
in accepting the consequences of the issue.
Resolve Implementing a strategy to undertake the issue by correcting the issue at hand and
ensuring that it does not recur.
The program should track the resolution of issues against the POA&M. Figure 5-3 shows a sample
issue tracking matrix.
49
5 Issue Management Process
Issue
Consequence
Issue X (Describe the issue that has

occurred, the type of issue, technical,
business, or programmatic, and what are the
resulting cost, schedule and performance
consequences)
Type
T/B/P
Closure Activities
Activity 1
Tech (T)
Activity 2
Activity 3
Plan of Action at Milestones

Cost
Closure Date
Planned (P)
Type (RDT&E,
Actual (A)
Procurement, O&M)
(P) 10/12/13
(A) - 11/1/13
RDT&E
(P)
Procurement
(A)
(P)
(A)
(P)
(A)
(P)
(A)
(P)
(A)
Consequence Table Key

More than z days behind plan
Between y and z days behind plan
Less than x days behind plan
Figure 5-3. Issue Tracking Matrix
Expectations:
Do not confuse issues with risks. Both have consequences, but issues have already
occurred. Therefore, programs should have an issue management process separate and
distinct from the risk management process.
A program should develop a POA&M for all issues and should review the POA&M
during the program office and contractors battle rhythm of meetings (see Figure 2-2).
Programs track cost, schedule, and performance issues and report to the appropriate
management level based upon the level of the consequence impacts.
50
Amount ($)
$420K
$2.1M
6 OPPORTUNITY MANAGEMENT PROCESS

An opportunity is the potential for improving the program in terms of cost, schedule, and
performance. Opportunity management supports USD(AT&L) Better Buying Power initiatives to
achieve should cost objectives. In Better Buying Power 2.0, the USD(AT&L) discussed
implementing should cost management, stating, Our goal should be to identify opportunities to
do better and to manage toward that goal. Managers should scrutinize each element of cost under
their control and assess how it can be reduced without unacceptable reductions in value received.
Risk
Management
Risks drive will cost
Cost, Schedule, and Performance Goals
Opportunity
Management
Opportunities drive
should cost
Figure 6-1. Opportunities Help Deliver Should Cost Objectives
PMs should use opportunity management (OM) to identify, analyze, plan, implement, and track
initiatives that can yield improvements in the programs cost, schedule, and/or performance baseline
by reallocating program resources. Identifying opportunities starts with forecasting potential
enhancements within the programs technical mission, stakeholder objects, and contract extensions.
By focusing on the downside of risk, programs may overlook opportunities that provide possibilities
for innovation. As opportunities emerge, the program can shift focus toward understanding how to
take advantage of opportunities while continuing to manage risks. Opportunity management
measures program improvement in terms of likelihood and benefits. Figure 6-2 shows the
opportunity management process.
51
6 Opportunity Management Process
Opportunity
Identification
What can be improved?
Opportunity
Monitoring
Communication
and Feedback
How has the

opportunity changed?
Opportunity
Analysis
and benefit of the
opportunity?
Opportunity
Handling
Should the opportunity
be pursued, monitored
or rejected?
Figure 6-2. Opportunity Management Process
The program should consider the following while outlining the OM process:
Define the effort.
Identify roles and responsibilities.
Acknowledge boundaries that may exist.
Maintain leadership support.
Opportunities should be assessed for both advantages and disadvantages. Through the OM process,
the program identifies potential enhancements to pursue cost, schedule, and performance benefits
that enable the program to perform better than planned. Program teams should seek out
opportunities across the entire system life cycle. For example, important sources of opportunities
include system and program changes that yield reductions in total ownership cost. These reductions
can be in any aspect of life cycle cost, including research and development, production, personnel,
training, spares, and operations and maintenance. Each of these elements of life cycle cost should be
considered for reduction opportunities early on and throughout the program life cycle.
During production, the program should continuously analyze opportunities for design changes that
yield reductions in production costs. Design changes to production configurations (and the product
baseline) may take the form of Value Engineering Change Proposals within the context of ongoing
production contracts. These do not change the system performance, but they may change the design
to yield production or support cost reductions.
Although there is an upside to pursuing the desired benefits of OM, there are also downsides
resulting from changes in the baseline plan and scope of the program. The program should perform
52
a cost-benefit analysis to justify the added cost or schedule that may be needed to achieve the
intended benefit. Next, the program should weigh the benefit with the cost and likelihood of
achieving it. Figure 6-3 illustrates the progression of the opportunity management process.
Opportunity #: 03
Description: Procure Smith Rotor
blades instead of Jones rotor blades
Cost of Opportunity: $2M procurement
per year
Potential Cost Benefits:
- O&M: $7M per year fuel savings
due to greater lift capacity
Potential Performance Benefits:
- 400lbs of lift capacity
Opportunity Closure Date: June 2015
Figure 6-3. Opportunity Reporting Matrix
Opportunities can be discovered before program execution and throughout the life of the program.
These events should help improve the technical capabilities, ease schedule restrictions, and decrease
costs. Once the opportunities are identified, the next step is to analyze the likelihood of occurrence
and the benefit of pursuing the opportunities. In arranging the strategy to pursue opportunities, the
program should assess the potential benefit and achievability as follows:
Low Little benefit, and minimal oversight needed to engage opportunity
Moderate Some benefit, and oversight may be required
High Major benefit, and oversight will be required
The opportunity assessment matrix provides a graphical representation of opportunity status.

Opportunities are mapped on the matrix according to their likelihood and potential benefit.
The most important difference between an opportunity and a risk is that an opportunity needs to be
supported and proven beneficial to the program. One should be careful to assess whether
improvements to system performance above threshold, above either the operational capability
documented in the JCIDS document or the specification, could be considered gold plating even
though seemingly a good idea. It is also important to remember that the Government and vendor
may see different opportunity benefits and costs. A vendor is not likely to propose an opportunity
not benefiting itself, nor facilitate one. Programs should manage this relationship focusing on how
the vendor profitability may be impacted and how they may be incentivized.
Factors such as cost, schedule, and the onset of risks associated with the opportunity can play a big
role in how the opportunity is handled. The handling approach is evaluated so that the best option
53
can be selected, and then either rejected (because it is not feasible), monitored, or taken into
consideration in the revised baseline plan. Common opportunity-handling options include:
Reject Intentionally ignore an opportunity due to cost, technical readiness, resources, and
schedule burden.
Monitor Continuously evaluate the opportunity for changes in circumstances.
Pursue Fund and implement a plan to pursue the opportunity.
Example: If using a new technology and lighter materials could lower a ships weight, the program
may have an opportunity to add other capabilities such as increased armament and increased speed.
The program may opt to monitor the opportunity and revisit improving the product after Low-Rate
Initial Production (LRIP).
Once there is a plan in place to reject, monitor, or pursue the opportunity, the program office
should continue to observe the opportunity for a status change. The program should conduct
a cost-benefit assessment regularly and report the results to decision makers. Figure 6-4
shows a sample opportunity tracking matrix.
Opportunity
1. Opportunity 1: Procure
Smith Rotor blades instead of
Jones rotor blades
2. Opportunity 2 (describe the
opportunity in terms of what it
will provide the program, the
benefit to the program, and
the cost to the program)
Likelihood
Cost
Benefit
RDT&E Procurement O&M Schedule
6 month
$7M margin
$2M
$15K
4% greater
lift
Expected
Activity
Closure
Summarize the
activity to realize the
June 2016
opportunity
$1.1
M
$25K
$211K
Performance
$0.4M
May 2015
4 months less
$3.6 long lead time
M
needed
High
Medium
Low
Figure 6-4. Sample Opportunity Tracking Matrix
54
Expectations:
Program managers use opportunity management to identify, analyze, plan, implement,

and track initiatives that can yield improvements in the programs cost, schedule, and/or
performance baseline through the reallocation of program resources.
PMs seek to improve a program through exploitation of available opportunities.
Risk, issue, and opportunity management is reviewed during a defined battle rhythm of
meetings.
55
7 MANAGEMENT OF CROSS-PROGRAM RISKS

Programs should identify and manage internal and external interfaces. These interfaces can be a
significant source of risk. An integration activity involving mature hardware and software such as
Government-furnished equipment generally goes smoothly because it uses established and stable
interfaces; however, the design, integration, and test activities associated with new development
usually results in technical, business, and programmatic risks. Interdependent programs may have
differing priorities regarding funding levels; hardware and software development schedules; space,
weight, power and cooling (SWAP-C) requirements; immature technologies; testing results; or other
areas that could introduce risks. To control cross-program risks, the programs should have strong
risk management processes and an environment of shared destiny.
The following activities can aid a program to manage activities when it is fielding a new system that
should depend on programs outside the PEOs portfolio or from another Service:
Seek program champions within the Service(s) and OSD who can:
o Exert strong management control over critical interfaces with external programs.
o Align funding and priorities (funding, schedule, form factors requirements, etc.) of
external programs.
o Instill in subordinates a sense of urgency in the systems development and fielding.
Ensure interface management is in place to meet cost, schedule, and performance
requirements.
o Ensure internal and external interface requirements are documented in the Interface
Control Documents and Interface Requirement Specifications.
o Establish an Interface Control Working Group to identify and resolve interface issues
at the lowest possible level.
o Develop a time-phased, fast-track issue identification and resolution process that
raises issues sequentially to the PM, PEO, Service acquisition level, and Defense
Acquisition Executive in order to align priorities and resources. For example, if an
issue is not resolved within a specified period such as 2 weeks, it should be elevated
to the next management layer until it is resolved.
Develop Memorandums of Agreements (MOA) with all external programs to identify and
manage critical interfaces. These MOAs should be documented in the Acquisition Strategy
and SEP.
o MOAs between interdependent programs establish roles and responsibilities
associated with dependency. They should include agreements on cost, schedule,
performance, and details (or planning) of any functional and/or physical interfaces.
The status of required MOAs is covered by a mandated table in each programs SEP.
o The MOAs should contain cost/schedule and performance tripwires that require a
program to inform other programs within the family of systems/system-of-systems of
any significant (nominally > 10%) variance in performance, schedule, or cost.
o The contractors should establish Associate Contractor Agreements to facilitate
working relationships.
56
7 Management of Cross-Program Risks
Table 7-1 is an example of a notional table of required MOAs from the Acquisition Strategy Outline.
Table 7-1. Notional Table of Required MOAs from the Acquisition Strategy Outline
REQUIRED MEMORANDA OF AGREEMENT
Interface
Cooperating
Agency
Interface
Control
Authority
Required By Date
Impact if Not
Completed
Develop and maintain a synchronized schedule that shows prototyping, technical reviews,
integration and test activities, and acquisition milestones for associated programs. Assess
schedule performance to plan on a regular basis to inform risk identification activities.
Figure 7-1 is an example synchronization schedule from the SEP Outline.
Figure 7-1. Notional Synchronization from the SEP Outline
Develop an integration plan that tracks interdependent program touch points, identifies risks,
and institutes a plan to mitigate them. The integration plan should:
o Document the approach to identify interface requirements.
o Define the interface products.
57
o Describe the candidate integration sequences.

o Show a coordinated delivery of verified Configuration Items.
o Describe the integration test approach and facilities.
The following activities can assist the program to mitigate integration risks and promote strong
communication and teamwork between the PMs of external programs and their contractors.
Hold periodic meetings with all program, contractor, Service, and/or OSD stakeholders to
review cross-program progress, risks, and issues. Build alliances to garner support in the
event of unforeseen risks and issues.
Establish a tiered, regular schedule of meetings with external programs and associated
contractors to promote collaboration and information exchanges. Examples include program
team meetings, risk review boards, Program Management Reviews, meetings among the
PMs, PEOs, and/or the Service Acquisition Executives as issues warrant, etc.
o At a minimum, the meetings should address the synchronization of program schedule
activities, the results of a schedule risk assessment, and the technical, business, and
programmatic risks. The meetings should track performance to plan of planned
maturation activities, as well as any deviations from plans in order to inform risk
control activities; integration and test activities; the adequacy of resources (funding
and personnel); and a review of risks, issues, and opportunities.
o Programs with key external dependencies should have representatives attend each
others technical reviews and meetings with Service and OSD leadership (OIPT,
DAB, and Defense Acquisition Executive Summary meetings, etc.) as interface
issues warrant.
o Programs with key external dependencies with other programs in development should
consider inserting liaisons into one anothers program offices to facilitate
coordination, as well as assess progress and risks.
o To maintain visibility into the health of the interfaces between programs, the
traditional interdependency chart can depict program health and challenges. Figure
7-2 shows an example of a programs tracking of the cost, performance, schedule,
technology, and system-of-systems management with external programs.
58
AH-1Z Weapons:
Complementary Systems:
C P S T So Hellfire
C P S T So
AIM-9
AH-1W
C P S T So
UH-1N
C P S T So JAGM APKWS II
AIM-9X
Air-Capable Ships:
LHD C P S T So
LHA
Transportation and Basing

Support Platforms:
C P S T So
C-130
C-5
C P S T So
C-17
C P S T So LHA(R)
LPD-17
Communication:
SATCOM
VHF/UHF
C P S T So
VMF
C P S T So
Other:
C2
C3/ISR:
MACCS
TACP
GCE
C P S T So
C P S T So
C P S T So
GPS IIF/R
SAASM
C P S T So
JMPS
C P S T So
Solid denotes current system
No known issues affecting inter-related programs
Dash denotes future system
Resolvable interface issues affecting programs
Arrow to H-1 denotes H-1 receiving other

programs technology or capability
Arrow from H-1denotes technology or capability
recipients from H-1
Unresolvable interface issues affecting programs
C P S T So Cost, Performance, Schedule, TRL, SoS

mgmt
Figure 7-2. Tracking Interdependency Risks
Expectations:
There is collaboration and a sense of shared destiny between programs with critical
dependencies.
Programs are bound by the agreements documented in MOAs.
o External programs know and accept their space, weight, power, cooling, and
performance allocations.
o Programs that are critically dependent on others agree to provide early warning to
associated programs if their systems exceed the cost, schedule, and/or performance
tripwires established in the SEP and MOAs.
The program schedule reflects sufficient time for integration and test, as well as
corrective actions.
Senior managers implement external risk management, which includes cross-program
risks and risks that the program may be generating for other programs.
59
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APPENDIX A. RISK MANAGEMENT CONSIDERATIONS DURING

ACQUISITION LIFE CYCLE PHASES
Many criteria should be met during the course of the systems life cycle. Some of these criteria are
used as measures of the programs progress, such as the Acquisition Decision Memorandum (ADM)
requirements entry criteria for event-driven technical reviews. Failure to meet one or more of these
criteria can have undesirable consequences for the program, so it is prudent to look for risks among
them. Figure A-1 depicts the DoDI 5000.02 acquisition life cycle.
The program team should assess any risks related to achieving the objectives of each acquisition
phase upon entrance. The program team should assess the phase objectives by assessing, at a
minimum, three aspects: (1) any applicable ADM requirements (phase exit criteria), (2) entry criteria
for the next phase (per DoDI 5000.02), and (3) entry/exit criteria for the SETRs applicable to the
phase (consistent with the programs SEP).
All of these aspects should be considered as part of performing Risk Identification. SETR checklists
should be used continuously during the acquisition phase to identify the source of potential risks to
preclude discovery just prior to the technical review. Tailorable checklists for each review can be
found
at
the
Acquisition
Community
Connection
Practice
Center
website:
https://acc.dau.mil/CommunityBrowser.aspx?id=25710.
Dev RFP Release

Decision
MDD
ICD
MS A
Materiel
Solution
Analysis
MS B
Technology
Maturation and Risk CDD
Reduction
Draft
RFP
MS C
Engineering and
Manufacturing
Development
CPD
FRP/FD
Production and
Deployment
O&S
Draft
RFP
Figure A-1. Acquisition Life Cycle
Expectations:
Programs continuously use DoDI 5000.02 acquisition phase entry criteria, ADM
requirements, and entry/exit criteria for upcoming SETRs as a framework for the
programs risk management process.
Risk management is included in RFP formulations, evaluation criteria and the offerors
proposed SOW including tasks and processes to be employed for risk management. Risk
management processes and reporting requirements are flowed down to subcontractors
and suppliers.
61
Appendix A Risk Management Considerations During Acquisition Life-Cycle Phases
1. Pre-Materiel Development Decision

While not an actual acquisition life cycle phase, the key activities accomplished prior to the Materiel
Development Decision (MDD) are the finalization of the ICD, formulation of the Analysis of
Alternatives (AoA) guidance for the conduct of the AoA during the MSA phase, and initial
development of effective acquisition approaches for the different alternatives under consideration.
Because the ICD described capability gaps form the basis around which capability requirements and
performance requirements will be matured, it is important for acquisition community engineers (at
the program, Service or OSD level) to review the ICD. Conducting engineering analysis of the ICD
is a key risk management activity early in the program lifecycle. In order to better frame the AoA to
identify risks, the ICD should be evaluated during the ICD coordination process by the acquisition
community in the following areas:
Does the ICD describe the attributes of the desired capabilities in terms of desired outcomes?
Does the ICD contain broad descriptions of desired outcomes help ensure that the required
capabilities are addressed without constraining the solution space to a specific, and possibly
limited, materiel system?
If a materiel approach is recommended, does the ICD contain rationale for the recommended
best solution? Does the ICD make a recommendation on the type of materiel approach
preferred for each capability gap: information system approach, evolutionary development of
an existing capability, or a transformational approach?
Does the ICD describe the capability gaps clearly? Are the capability gaps and the attributes
of the desired capabilities described in terms of desired effects? Are the desired effects
general enough so as not to prejudice decisions in favor of a particular solution?
Are the ICD parameters for the capability attributes stated in measurable terms with measures
and metrics with defined criteria so that the AoA can identify and assess a broad range of
alternatives including near-term options?
Is the expected environment and operating condition of the capability clearly stated in the
definitions of the measures of effectiveness and suitability?
In preparing for the AoA, the acquisition community should assist the sponsoring Service in drafting
the AoA guidance to assess the cost and feasibility of potential solutions to meet identified capability
gaps. In so doing, the acquisition community helps to ensure the AoA identifies risks for each
potential solution being considered, including relative risks between alternatives. The AoA guidance
should require the AoA team to:
Provide early assessment of the risks and acquisition impacts of alternatives under
consideration
Include a requirement for in-depth analysis of cost, schedule performance, and risk with each
proposed alternative.
62
Ensure all cost and schedule drivers for alternative solutions and requirements are clearly
identified.
Consider possible tradeoffs among risk, life cycle cost, schedule, and performance objectives
(including mandatory Key Performance Parameters) for each alternative considered
Require an assessment of whether the military requirement can be met in a manner consistent
with the cost and schedule objectives recommended by the requirements validation authority
Consider affordability analysis results and affordability goals if established by the MDA
The acquisition community should expect to support early systems engineering analyses and conduct
an assessment of how the proposed candidate materiel solution approaches are technically feasible
and have the potential to effectively address capability gaps, desired operational attributes, and
associated external dependencies. Because the acquisition community is likely familiar with the
alternatives being considered for the AoA, it can draft effective acquisition approaches for the
different alternatives prior to the MDD. Developing notional schedules for each alternative based on
analogous programs, assessing the technical feasibility of each alternative in areas of software
development, integration, manufacturing, and reliability helps identify risks to be mitigated.
2. Materiel Solution Analysis (MSA) Phase

The purpose of this phase is to conduct the analysis and other activities needed to choose the concept
for the product to be acquired, to refine the requirements, and to conduct planning to support a
decision on the acquisition strategy for the product. Key engineering activities during this phase
include trades between cost and performance, affordability analysis, risk analysis, and planning for
risk management.
To help refine requirements, Sponsors should consider providing draft technical requirements to
industry and involve industry in funded concept definition to support requirements definition. In
doing so, the acquisition community receives industry feedback and recommendations on early stage
draft requirements. Funded competitive concept definition studies (e.g., early design trade studies
and operations research) inform decisions about requirements and are valuable inputs to formal
Analysis of Alternatives conducted after the Material Development Decision.
Figure A-2 displays the risk touch points during the Materiel Solution Analysis Phase.
63
MDD
AoA
Study
Plan
Materiel Solution Analysis

AoA SAG
AoA SAG
Analysis of Alternatives and Engineering Analysis
ICD
RFP
ASR
Draft
CDD
MS A
Govt
Reqts
Review
Requirements Definition and Analysis
Figure A-2. Materiel Solution Analysis Phase1 Risk Touch Points
Plans are made for an AoA to support the selection of a materiel solution by the Service sponsor.
The plans include AoA Guidance and an AoA Study plan. Cost, schedule, technical, and
programmatic risk should be assessed as part of any AoA. This is necessary to inform the available
trade space and to inform the cost benefit analysis that is used to shape affordable technical
development initiatives. DoDI 5000.02 identifies risks as a core element of AoA assessments.
While all known sources of risk should be considered, the program should focus on the following:
Uncertainty (or confidence level) associated with each alternatives schedule estimate,
proposed performance and associated technical risks. Each of these aspects should be
assessed for realism relative to prior analyses and related systems (Engineering and Schedule
Risk).
Interfaces and dependencies that involve other programs. Consideration should be given to
program maturity and risks associated with the interfaces themselves (Integration Risk).
Critical technologies required for each alternative. What is the present maturity of each?
What are the risks associated with bringing the critical technologies to the needed levels of
maturity in a timely and cost effective manner (Technology Risk)?
Key to reducing risk early in the lifecycle is good communications between the requirements
community and the acquisition community in the development of system requirements in JCIDS
documents. The USD(AT&L) BBP 2.0 memo states, acquisition leaders must work with
requirements leaders early and effectively throughout the lifecycle of a product. Poor requirements
definition at inception, requirements rigidity, and instability invariably lead to inefficiencies and
sometimes to program failure. Acquisition leaders need to understand user priorities, and
requirements leaders need to understand cost performance trade-offs and technical risk implications.
Descriptions of activities by phase presented here emphasize risk management. Comprehensive descriptions of
program phases are in the Defense Acquisition Guidebook, Chapter 4 (15 May 2013).
64
The SETR conducted during the MSA phase to assess and mitigate risk is the Alternative System
Review (ASR). Following the selection of the preferred materiel solution, the program should hold
an ASR. One purpose of the ASR is to ensure technical risk items are identified and analyzed, and
appropriate control plans are in place. This is an extension of the work begun during the AoA, but
now focused on a single materiel solution. The previous list covers those risks that need to be dealt
with explicitly at this stage. Other sources of risk, peculiar to the chosen solution, should also be
included in the analysis. During the MSA phase, risks of achieving phase exit criteria, as well as
achieving the ASRs entry and exit criteria should be assessed and identified as part of Risk
Identification.
The program needs to plan for the TMRR phase as part of the Milestone A decision. The TMRR
phase is intended to mature an understanding of achievable requirements and develop a sufficient
understanding of the materiel solution to support sound investment decisions at the pre-Engineering
and Manufacturing Development (EMD) Review and at Milestone B. Specific outputs from the
Milestone A decision include an assessment of technical risk and an understanding of the unique
program interdependencies, interfaces, and associated MOAs. Specific risks should be identified for
risk reduction, with exit criteria to be assessed at the end of TMRR. These risks should be captured
in the RFP, inform the development of the program cost and schedule, and inform the acquisition
strategy and any risk reduction prototyping plans.
Expectations:
Programs explicitly assess integration, engineering, schedule, and technology risks
related to alternative materiel solutions.
Programs that depend on products and/or services from other programs are aware of the
risks posed by changes that can occur in the complementary programs schedule and
technical plans. Portfolio managers are aware of the risk of cascading events across the
portfolio.
Programs use the ASR risk assessment checklist to help identify and analyze risks.
MSA phase outputs include a technical strategy that addresses the reduction of technical
risk during the TMRR phase.
3. Technology Maturation and Risk Reduction (TMRR) Phase

The purpose of this phase is to reduce technology, engineering, integration, and life cycle cost risk(s)
to the point that a decision to contract for EMD can be made with confidence in successful program
execution for development, production, and sustainment.2
The key activities during the TMRR phase which reduce technical risk are:
Interim DoD Instruction 5000.02, Operation of the Defense Acquisition System, November 25, 2013.
65
Risk reduction prototyping (at the system level or at the technology, subcomponents, or
components level if appropriate) if they materially reduce engineering and manufacturing
development risk at an acceptable cost.
Competitive prototyping of the system, or for critical subsystems prior to Milestone B.
Systems engineering trade-off analyses prior to the Requirements Decision Point to show
how cost varies as a function of the major design parameters and support the assessment of
final requirements in the Capability Development Document (CDD).
Preliminary design activities (for example functional analysis, functional allocation, and
preliminary design) up to and including a Preliminary Design Review (PDR) prior to source
selection for the EMD phase.
Figure A-3 displays the risk touch points during the Technology Maturation and Risk Reduction
phase. The SETRs conducted during the TMRR phase to assess and mitigate risk are the System
Requirements Review (SRR), the System Functional Review (SFR), and the PDR. Throughout the
TMRR phase, the program team is expected to conduct a rigorous assessment of technical risk,
determine risk mitigation plans, and work with the PM to resource the mitigation plans.
Technology Maturation and Risk Reduction

Draft
CDD
MS A
Requirements
Decision
Risk Reduction and Competitive Prototyping Efforts

IBR
Reqts Definition
& Analysis
SRR
TRA
Functional Analysis
SFR
SE Trade-off Analysis
Final
CDD
Dev RFP
Release
Decision
TRA
PDR
Functional Allocation
MS B
PDR
Assessment
Detail
Design
Figure A-3. Technology Maturation and Risk Reduction Phase Touch Points
The program can reduce technology risk by maturing the program critical technologies,
demonstrations in a relevant environment, and assessment of demonstration results against
requirements and stakeholder expectations. The character of risk reduction expected during the
TMRR phase was explained in the directive memorandum for USD(AT&L) initiative Better Buying
Power 2.0 and captured in DoDI 5000.02 as follows:
Technology Readiness Levels, . should he used to benchmark technology risk during this
phase; however, these indices are rough benchmarks, and not conclusive about the degree of risk
mitigation needed prior to development. Deeper analysis of the actual risks associated with the
preferred design and any recommended risk mitigation must be conducted and provided to the
MDA. [(November 26, 2013)]
66
During competitive and risk reduction prototyping, risks of achieving SRR entry criteria should be
identified as part of Risk Identification.
The SRR confirms that the user requirements have been translated into system specific technical
requirements, critical technologies are identified, required technology demonstrations are planned,
risks are well understood, and mitigation plans are in place. The SRR ensures that the system under
review is ready to proceed into end-item development, functional analysis, and development of the
system functional baseline with acceptable risk.
The System Functional Baseline is established at the SFR. The SFR ensures that the system under
review is ready to proceed into preliminary design, and that all system requirements and functional
performance requirements derived from the system/subsystem specification (S/SS) are defined,
aligned with the external environment (systems and infrastructure) and consistent with cost (program
budget), schedule (program schedule), acceptable technical risk, and other system constraints. Risk
items associated with functional requirements are identified and analyzed, and control plans put in
place. This checklist can also assist in identifying technical risks associated with the Milestone B
decision.
The PDR occurs following completion of functional allocation and preliminary design. The PDR
confirms that all functions and performance requirements derived from the system specification and
functional baseline are fully decomposed to their lowest level, inclusive of the operational, training,
and support systems, aligned with the external environment (systems and infrastructure) and
consistent with cost (program budget), schedule (program schedule), and other system constraints.
The PDR supports the Milestone B decision and ensures that the system under review is ready to
proceed into detail design (development of manufacturing drawings, software code-to documentation
and other fabrication documentation) with acceptable risk.
The risk-related outputs of the TMRR phase are:
Assessment of whether TMRR phase risks were adequately mitigated. Confirmation at the
end of TMRR phase that critical technologies have been demonstrated in a relevant
environment.
EMD schedule, integration, (including program interdependencies), and manufacturing risks

are acceptable.
Determination that system requirements, as documented in the CDD are achievable as shown
by fully traceable allocation to CIs and a completed allocated baseline.
Risk control in connection with the unique program interdependencies, interfaces, and
associated MOAs.
67
Beyond the structure of a risk management process, it is important that programs establish a viable
means of addressing emerging risks that recognizes the realities of funding allocations on work
priorities. Since emerging risk control alternatives often require additional resources, the outcome
can be inaction or accepting the risk. Accordingly, good risk management practices should include
consideration of contingency funding tailored to the program nature and circumstance.
Expectations:
During the TMRR phase the program team conducts rigorous and persistent assessments
of technical risk, determines risk mitigation plans, and works with the Program Manager
to resource the control plans.
The SFR and PDR risk assessment checklists are used to help identify and analyze risks.
Risks related to completion of each of the artifacts comprising the Functional and
Allocated Baselines were addressed.
The IMS is regularly updated to help manage risks and link identified risks to a specific
task traceable to the IMP and WBS.
Competitive and risk reduction prototyping focused on reducing the specific technical
risks in the design for the actual product to be built and tested in EMD.
All sources of risk have been adequately controlled to support a commitment to design
for production. This includes technology, engineering, integration, manufacturing,
sustainment, and cost risks.
The technical, cost, and schedule risks of acquiring the product are understood, and have
adequate plans and programmed funding to mitigate those risks prior to Milestone B.
Requirements, technology, engineering, integration, manufacturing, logistics, and life
cycle cost risks are addressed to the point that a decision to contract for Engineering and
Manufacturing Development can be made with confidence in successful program
execution for development, production, and sustainment.
4. Engineering and Manufacturing Development (EMD) Phase

The purpose of the EMD phase is to develop, build, and test a system or one or more increments of
capability to verify that all operational and derived requirements have been met, support subsystem
functionality, and all internal and external interfaces.3 This phase completes all needed hardware and
software detailed design, develops the product baseline, verifies it meets the functional and allocated
baselines, and transforms the preliminary design into a producible design. The phase includes the
completion of all needed hardware and software detailed design. The EMD phase systemically
reduces risks to an acceptable level, builds and tests prototypes or first articles to verify compliance
with requirements, and prepares for production or fielding. It includes the establishment of the
Interim DoD Instruction 5000.02, Operation of the Defense Acquisition System, November 25, 2013.
68
product baseline for all configuration items, future production or fielding decision. EMD completes
the design process to include defining system
Figure A-4 illustrates the risk touch points during the EMD phase. The SETRs conducted during the
EMD phase to assess and mitigate risk are the Critical Design Review (CDR), the System
Verification Review (SVR), the Functional Configuration Audit (FCA), and the Production
Readiness Review (PRR). The risk management activities turn from a focus on technology
maturation to transition from development to production. The program identifies risks related to
critical manufacturing process and key product characteristics. Specific risk areas are:
Requirements Stability
Integration and Interdependency
Manufacturing
Supply Chain
Engineering and Manufacturing Development
Final
CPD
MS B
IBR
CDR
Detail Design
CDR
Assessment
TRR
SVR
MS C
PRR
Initial Fabrication
Figure A-4. Engineering and Manufacturing Development Phase Risk Touch Points
As in the TMRR phase, consideration of risk and risk control are important components of the
successive technical reviews. Following Milestone B and during the detail design work effort, risks
of achieving CDR entry criteria should be identified.
The CDR confirms that all functions and performance requirements derived from the system
specification, functional baseline, and allocated baseline are captured in the initial product baseline
(build-to documentation), inclusive of the operational, training, and support systems, aligned with the
external environment (systems and infrastructure) and consistent with cost (program budget),
schedule (program schedule), and other system constraints. The CDR ensures that the system under
review is ready to proceed into hardware fabrication and software coding with acceptable risk.
Following CDR and during the initial fabrication work effort, risks of achieving SVR, FCA, and
PRR entry criteria should be identified.
The SVR confirms that all tests and verification of functions are complete, and establishes and
verifies final product performance. The SVR ensures that the system under review can proceed into
LRIP with acceptable risk.
69
A FCA may also be conducted concurrently with the SVR. The FCA is the formal examination of
the as-tested characteristics of a configuration item (hardware and software) with the objective of
verifying that actual performance complies with design and interface requirements in the functional
baseline. A successful FCA typically demonstrates that the EMD product is sufficiently mature for
entrance into Low-Rate Initial Production (LRIP).
The PRR reviews the readiness of the manufacturing processes, the quality system, the availability of
materials, and the production planning (facilities, tooling and test equipment capacity, personnel
development and certification, process documentation, inventory management, supplier management,
etc.). Successful completion of the PRR establishes that the system requirements are fully met in the
final production configuration and that production capability forms a satisfactory basis for
proceeding into LRIP with acceptable risk.
The SVR, the FCA, and the PRR, are sometimes held concurrently. These SETRs have as a single
goal, from the risk perspective, to be an assessment of the product and processes to ensure the system
under review can proceed to validation and LRIP and full-rate production within cost, schedule, risk,
and other system constraints. Success in these reviews reduces the risk in operational test and
evaluation.
Expectations:
Programs use the CDR risk assessment checklists to help identify and analyze risks.
Risks related to completion of each of the artifacts comprising the Initial Product
Baseline are addressed.
The program completes a technical risk assessment for entering into fabrication of
hardware and software configuration items with a determination of acceptable risk for
full commitment to fabrication, construction/coding, and/or purchase.
Programs use the SVR/FCA/PRR risk assessment checklists to assist in identifying
and analyzing technical risks for Milestone C.
Programs assess the maturity of critical manufacturing processes to ensure they are
affordable and executable.
70
5. Production and Deployment (P&D) Phase

The purpose of the Production and Deployment (P&D) Phase is to produce and deliver requirementscompliant products to receiving military organizations. Figure A-5 displays the risk touch points of
the P&D phase. The program teams develop rigorous P&D risk mitigation options to plan and
resource effective risk control actions.
Specific actions include:
Identifying acceptable risks and mitigation plans for achieving Initial Operational Capability
(IOC) and Full Operational Capability (FOC)
Updating the RMP to reflect the sustainment risk assessment
Supplier and Supply Chain Risk Management
Production and Deployment

IOT&E
MS C
IBR
OTRR
FRP/FD
PCA
Production
Figure A-5. Production and Deployment Phase Risk Touch Points
Following Milestone C and during Production, the risks of successfully completing Initial
Operational Test and Evaluation and achieving the Physical Configuration Audit (PCA) should be
identified as part of Risk Identification. The PCA, which may be conducted during the P&D phase,
is a formal audit of the verification and validation results against the Product Baseline and the
Capability Production Document. One exit criterion is the determination of acceptable technical risk
for fielding and sustainment.
Expectations:
The program team conducts rigorous production risk assessments and puts in place plans
and resources to effectively mitigate any unacceptable risks.
Programs use the PCA risk assessment checklists to help identify and analyze risks.
IOC and FOC risks are acceptable.
The RMP is updated to include assessment of sustainment related risks.
For mission-critical functions and components, the program obtains an analysis of
supply chain risk.
Prior to the production decision, the program ensures that all unacceptable
manufacturing risks are addressed and that applicable manufacturing processes are under
statistical process.
71
6. Operations and Support (O&S) Phase

In the O&S phase, the risk activities include monitoring in-service usage, problem reports, parts
availability/obsolescence, engineering modifications, technology insertions, and operational hazard
risks. Following declaration of the system IOC, risks of achieving the In-Service Review (ISR) exit
criteria should be identified. The ISR is a multi-disciplined assessment to characterize the in-service
health of the deployed system and enabling system elements (training, user manuals, documentation,
etc.). Risk management activities in the course of the ISR include risk assessment of operational
hazards, product baseline integrity, supply chain status, determination of acceptable operational
hazard risk, and in-service usage/support risk.
Expectations:
The program team continuously monitors service usage, problem reports, parts
availability/obsolescence, engineering modifications, technology insertions, and
operational hazards.
When necessary, program teams implements plans and resources to effectively mitigate
any identified unacceptable risks.
72
7. Systemic Areas of Risk Found in DoD Acquisition Programs

As indicated in paragraph 3.1 of the main body, independent assessments are a risk identification
activity that can provide early warning of potential risk areas. The Office of the Deputy Assistant
Secretary of Defense (Systems Engineering) conducts independent technical assessments (Program
Support Assessments). Below are the top systemic findings observed over 120 of these assessments
which provide insight into common risk areas. Each of these systemic issues has been found in at
least 25 percent of the assessments conducted and should be considered when initiating a program.
Program Schedule technical assessments have found 42% of program schedules are not
realistic and 28% of programs are not likely to achieve the planned schedule
Budget 38% of program budgets are not sufficient for the effort required
Acquisition Strategy assessments have found 32% of programs need restructuring of the
programs acquisition strategy
Design Verification Planned testing is incomplete or inadequate in 26% of programs
Reliability Performance 26% of programs have not established a reliability growth plan
Risk Management 25% of programs do not have sufficient risk management tools or do not
use appropriate risk management methodologies
Requirements Development Requirements are vague, poorly stated, or not defined in 25%
of programs
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APPENDIX B. COMMON RISKS AND MITIGATION ACTIVITIES

Common risks associated with selected technical, programmatic and business risks realized by
programs, as well as proactive activities to mitigate them are provided below for consideration in
improving program planning and execution activities:
1. Risk: Technical (Requirements)

Proactive risk mitigation activities:
MSA Phase
Establish an affordability goal.
Develop design concepts to assess the state of the possible and inform requirements, RFP,
and source selection activities.
Hold a Government only requirements review to ensure the proper translation of the user
requirements into the performance specification.
To facilitate the success of the program, ensure that it is guided by a small set of key
requirements (e.g., minimize the number of KPPs and KSAs per CJCSI 3170 to preclude
impacting the contractors trade space).
Ensure that the Government and bidding contractors have a complete and common
understanding of the requirements:
o Solicit Industry feedback regarding the feasibility of requirements, unit costs, and
maturity of envisioned technologies via industry days, individual meetings with
prospective bidders, and requests for information.
o Provide a crosswalk between the performance specification and draft CDD in the
Request for Proposal.
Establish the requirement in the performance specification for an open systems architecture
which enables a cost effective and rapid development of systems that are interoperable in the
joint battle space. Open systems architecture contains vendor-independent, non-proprietary
system or device design based on official and/or popular standards. It allows all vendors (in
competition with one another) to create add-on products that increase a systems (or devices)
flexibility, functionality, interoperability, potential use, and useful life.
When evaluating the potential use of commercial and Government off-the-shelf

(COTS/GOTS) hardware and software, be mindful of required modifications that affect
SWAP-C allocations, integration challenges, performance degradations resulting from the
integration in a new platform, and support implications.
74
Appendix B Common Risks and Mitigation Activities

TMRR Phase
Ensure that contractors are required to identify problematic requirements as well as

cost/schedule driving requirements in their proposals and early in the TMRR phase to support
the maturation of the CDD requirements.
Conduct systems engineering trade-off analysis to assess their affordability and technical
feasibility. The systems engineering trade-off analysis should:
o Depict the relationship between life cycle cost, system performance requirements,
design parameters and delivery schedules.
o Show how cost varies and a function of system requirements (including Key
Performance Parameters, major design parameters and schedule.
o Identify affordability drivers to the MDA and how the program meets affordability
constraints.
o Be reassessed over the acquisition life cycle as system requirements, design,
manufacturing, test, and logistics activities evolve and mature.
For trade studies affecting KPP/KSAs, a defined decision hierarchy should be developed to
timely mitigate technical risks and their potential impact on the schedule.
o If trade study decisions are not made within 2 weeks after the completion of the trade
study, they need to be continually escalated to the next level until a binding decision
is made.
o To ensure timely decisions, the PM should be empowered to make decisions on all
requirements below the KSA level.
Prototyping activities conducted during the TMRR phase should be representative of the
planned end item design in order to have merit in informing trade-studies and mitigating
integration, technology, technical and/or engineering risks.
o Ensure stable requirements to preclude requirements changes which negate the
relevance of prototyping and associated investments.
Prepare a post Milestone SEP update (Service Approved) that reflects the contractor(s)
technical planning (e.g., detailed schedule, TPMs, the contractors organization, etc.). This
establishes the baseline for assessing performance to plan in order to inform risks and
required risk mitigation activities.
o Interim values for TPMs should be developed and reviewed during the normal battle
rhythm of program activities to inform areas of potential risk.
EMD Phase
Avoid requirements creep. All new requirements should be pushed to the next increment
resultant to mitigate resultant performance, cost, and schedule risks.
75
Hold annual Configuration Steering Board (CSB) meetings to ensure technical performance
requirements are balanced with the allocated schedule and funding.
o CSBs and/or Knowledge Point reviews should include the requirements community
and assess: problematic requirements; Systems engineering trade-off analysis; cost
and schedule driving requirements; and the sensitivity of requirements.
o In accordance with BBP 2.0, CSBs should be highly visible to and coordinated with
the JROC , particularly when required changes to KPPs or KSAs could jeopardize a
programs military utility or affordability
In order to mitigate technology, technical, integration, or performance risks; work with the
user to define a capabilities roadmap that facilitates fielding the initial increment of capability
within the allocated schedule and funding.
Based on insights from the critical design review and testing, ensure that the final CDD
reflects low risk achievable requirements to reduce performance risks during the OT&E.
TMRR, EMD, and PD Phases
Plan for contingencies and technical risk mitigation activities, by establishing schedule,
performance and cost margins.
Allocate SWAP-C requirements to all components and systems, and ensure that realistic
growth margins are established to accommodate growth as the program progresses through
development and transitions into production.
2. Risk: Technical (Technology)

MSA and TMRR Phase
Limit the number of critical technologies (<Technology Readiness Level (TRL) 6).
o Structure TMRR phase activities to confirm during the hardware build, integration,
and test activities that performance at TRL 6 or higher can been demonstrated by MS
B.
Ensure that the TMRR phase RFP requires the contractors TMRR phase proposals to:
o Include an assessment of the maturity of proposed technologies.
o Identify mature alternative technologies for any technology that is assessed to be less
that TRL 6.
o Identify resourced off-ramps in the Integrated Master Schedule (IMS), submitted with
the contractors proposal, for technologies that are not maturing as planned.
76

Conduct a Government Technology Readiness Assessment early in the TMRR phase to

identify and assess critical technology elements in the contractors proposal.
o Develop detailed time phased maturation plans.
Keep sponsors/leadership informed of associated technology risks and mitigation plans.
Ensure that the IMS includes resourced off-ramps for technologies that are not maturing as
planned; Execute off-ramps as planned to mitigate performance and schedule risks.
EMD and PD Phase
Plan/implement technology refresh cycles in the development and operations phases to

proactively address technology obsolescence risks.
3. Risk: Technical (Integration, Testing, Manufacturing)

MSA Phase
Develop a competitive and risk reduction prototyping strategy is focused on burning down
technical risk areas in order to give the program a clear understanding of technical risks (e.g.,
technology, engineering and integration).
Solicit an integration plan, IMS through prototype delivery, and drawings/models in the
TMRR phase Request for Proposal to assess the bidding contractors understanding of the
technical associated with developing the systems effort and required planning to execute it.
TMRR and EMD Phases
Be proactive in the early identification and mitigation of risks by planning to conduct an

effective developmental test and evaluation program which:
o Contains risk reduction and competitive prototyping of the system or key subsystems
which are representatives of the actual end item in order to: reduce technical risk,
validate designs and cost estimates, evaluate manufacturing processes, refine
requirements, and inform the preliminary design of the end-item. In the end,
prototyping should reduce the time to fielding.
This precludes the discovery of serious design issues late in the development
process which can delay a program at a great expense due to the delays in the
contractor teams efforts.
These activities prior to the commitment to EMD can make all the difference
between a successful EMD and one that experiences massive overruns.
77
o Reflects a full set of event driven developmental test activities across the programs
acquisition lifecycle (e.g., hardware in the loop testing in system integration
laboratories, environmental stress screening at the subsystem level, reliability growth
testing and software testing in emulators) to support risk reduction, design validation,
and requirements verification.
Is planned conducted as efficiently as possible to avoid costs by discovering problems as

early as possible.
Is structured to provide program management and technical leadership insights into the
technical, technology, and integration risks, which may impact the systems compliance with
user and specification requirements4.
Ensure that the RFP contains a requirement for the winning contractors to perform
shakedown testing with defined success criteria to facilitate resolving integration activities
and early failures modes prior to the start of Government testing.
EMD Phase
Burn down integration risks through the use of a combination of component/subsystem hot
benches, Systems Integration Labs (SIL), high value test assets, early prototypes and full
prototypes.
Utilize early prototypes as part of the normal integration process for complex systems to:
o Facilitate the integration of major subsystems and infrastructural components; as well
as the discovery/resolution of subsystem-level interaction issues.
o Provide evidence of systems integration maturity and risk burn down through the
Government check out of the system prior to full prototype build and qualification
testing.
o Provide the first exposure of the system to stressing environments.
o Provide early feedback of the system design to inform the Critical Design Review.
o Help mitigate technical, cost and schedule risks associated with full prototypes.
Examples of technical issues uncovered by early prototypes:
Mechanical fit, alignment and interface issues between subsystems or with
structures.
Assembly/maintenance access issues.
Shielding and grounding issues with cables and boxes.
Communications issues such as boxes not responding as expected or signal
noise caused by impedance mismatches, shielding and grounding
Frank Kendall, Perspectives on Developmental Test and Evaluation, March 2013 https://acc.dau.mil/adl/enUS/653463/file/72222/March_2013_ITEA_Journal_Kendall_Dev_Test.pdf
78
Fault thresholds set too tight that contribution to the unnecessary shutdown of
boxes or subsystem
The EMD phase schedule reflects the completion of qualification testing prior to the Low
Rate Initial Production decision.
4. Risk: Programmatic (Schedule)

MSA Phase
Develop a low risk program schedule early in the program. The schedule should:
o
o
o
o
o
o
Be representative of historical programs vice being externally driven.

Reflect the full suite of SE technical reviews.
Contain the appropriate phasing between activities.
Contain sufficient time for integration, test, and corrective actions.
Contain schedule margin to accommodate unplanned risks and issues.
Be event versus schedule driven to ensure that risks are mitigated prior to
proceeding to the next phase.
o Be structured to ensure that system performance is demonstrated prior to significant
financial commitments.
o Contain an acceptable level of concurrency.
Include an IMP, top level schedule, and risks in the RFP to inform the contractors proposal.
Assess the contractors Integrated Master Schedule during source selection to assess the
contractors understanding of the technical effort and required phasing of the work package.
Avoid the urgency of schedule need outweighing good engineering and program
management.
Ensure that the program schedule reflects realistic and event-driven phasing for systems
engineering, integration, and test activities, to include sufficient time for integration activities
and corrective actions.
The program has Tier 2 and below schedules that show technical and integration activities
such as:
o Technical reviews, program management reviews, technical interchange meetings
which address technical and integration efforts reflected.
o Stand-up of system integration laboratories and contractor and/or Government
facilities.
o Integrated system performance of full-up prototype prior to MS C.
o Development, integration, and test activities with external programs.
79
o A bridge contract to maintain engineering and manufacturing expertise/qualification

of production line, when warranted.
Program management control efforts include the linkage between the Integrated Master Plan
(IMP), Integrated Master Schedule (IMS), Technical Performance Measures, risk
management, and earned value management.
o The IMS depicts a likely progression of effort and work through the remaining
activities and events in the acquisition phase.
o The IMS contains activities to perform all integration activities (e.g., modeling &
simulation, hardware and software integration, distributed simulation, component,
subsystems, system, Family of Systems and/or system-of-system-level integration).
The IMS reflects:
Resourced off-ramps related to high risk technologies and integration
challenges.
The integration of schedules with key subcontractors and suppliers.
Delivery schedules and integration activities with external programs.
Conduct Schedule Risk Assessments on a regular basis to assess risks and inform mitigation
activities associated with achieving the next systems engineering technical review, major test
event, and acquisition milestones.
5. Risk: Programmatic (Communication)

Proactive risk mitigation activity:
MSA, TMRR, EMD, and PD Phases
Ensure horizontal communications across IPTs and vertical communications up through

management (e.g., the lead systems engineer, PM, PEO, etc.).
To mitigate program execution risks, garner and sustain the support of senior leadership from
within the acquiring command and user.
o Build and maintain a robust external senior leader stakeholder group.
Establish an empowered working group with representatives from each
organization.
Pull in every organization that could possibly support/derail the program.
Ensure stakeholders understand the basis for the technical requirements, so they own and
support them.
Ensure they understand the need to control requirements creep.
o Track key leader turnover in each organization; brief the new leadership on the
importance of the program.
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Build alliances with all stakeholders who can provide support in mitigating inevitable
technical, programmatic, and business risks.
o Ensure transparency with Service, user, OSD, and Congressional stakeholders by
providing them with progress of ongoing efforts (e.g., competitive and risk reduction
prototyping, systems engineering trade-off analysis, and knowledge point reviews) on
a regular basis and the impact of any proposed funding reductions.
o Hold Working Integrated Product Team (WIPT) meetings (e.g., systems engineering,
acquisition, test and evaluation, etc.) with the Office of the Secretary of Defense and
Service staff engineers on a regular basis to the assess system maturation (e.g.,
performance to plan of Technical Performance Measures) as well as any associated
risks, issues, and/or opportunities.
6. Risk: Business (Dependencies)

When the fielding of a new system that is critically dependent on other programs outside of the PEOs
portfolio or from another Service, the following activities can aid in the management and alignment
of activities:
Seek program champions within the Service(s) and Office of the Secretary of Defense who
can:
o Exert strong management control over critical interfaces with external programs.
o Align funding and priorities (funding, schedule, form factors requirements, etc.) of
external programs.
o Instill in subordinates a sense of urgency in the systems development and fielding.
Ensure interface management is in place to meet cost, schedule, performance requirements,

and ultimately program success.
o Internal and external interface requirements are documented in the Interface Control
Documents and Interface Requirement Specifications.
o Establish an Interface Control Working Group to identify and resolve interface issues
at the lowest possible level.
o Develop a time phased fast track issue identification and resolution process
established that raises issues sequentially to the PM, PEO, Service Acquisition Level,
and Defense Acquisition Executive in order to align priorities and resources (e.g., if
an issue is not resolved within a specified period such as two weeks, it should be
elevated to the next management layer until its resolved).
81
Develop Memorandums of Agreements (MoA) with all external programs in order to identify
and manage the critical interfaces. These MOAs should be documented in the Acquisition
Strategy and SEP.
o MOAs between inter-dependent programs establish roles and responsibilities
associated with dependency. They should include agreements on cost, schedule,
performance, and details (or planning) of any functional and/or physical interfaces.
The status of required MOAs is covered by a mandated table in each programs SEP.
o The MoAs should contain cost/schedule and performance tripwires that require a
program to inform other programs within the Family of Systems/System-of-systems
of any significant (nominally > 10%) variance in cost, schedule, or performance.
o Associate Contractor Agreements should also be put in place between the contractors
to facilitate working relationships between them.
Develop and maintain a synchronized schedule that shows prototyping, technical reviews,
integration and test activities, and acquisition milestones for associated programs. Assess
schedule performance to plan on a regular basis to inform risk identification activities.
Develop an integration plan which tracks interdependent program touch points, identifies
risks, and institutes a plan to mitigate them. The integration plan should document the
approach to identify interface requirements, interface products, candidate integration
sequences, a coordinated delivery of verified Configuration Items, along with the integration
test approach and facilities.
To mitigate integration risks, promote strong communication and teamwork between the
PMs of external programs, and the Contractors.
Hold periodic meetings with all program, contractor, Service and/or Office of the Secretary
of Defense stakeholders to review cross program progress, risks and issues. Build alliances
to garner support in the event of unforeseen risks and issues.
Establish a tiered battle rhythm of meetings with external programs and associated
contractors (e.g., meetings at the IPT level, as well as PM and PEO levels) to promote
collaboration and information exchanges. Examples include IPT meetings, risk review
boards, Program Management Reviews, meetings between the PMs, PEOs and /or the
Service Acquisition Executives as issues warrant; etc.).
o At a minimum, the meetings should address the synchronization of program schedule
activities; results of schedule risk assessments; technical, business and programmatic
risks; the performance to plan of planned maturation activities as well as any
deviations from plans in order to inform risk control activities; integration and test
activities; and the adequacy of resources (funding and personnel); and a review of
risks, issues and opportunities.
o Programs with key external dependencies should have representatives attend each
others technical reviews, and meetings with Service and OSD leadership
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(Overarching Integrated Product Team (OIPT), Defense Acquisition Board (DAB),

and Defense Acquisition Executive Summary (DAES) meetings, etc. as interface
issues warrant.
o Programs with key external dependencies with other program in development should
consider inserting liaisons into each others program offices to facilitate coordination
as well as assess progress and risks.
7. Risk: Business (Resources)

Establish a funding instability risk in the risk register to be prepared to substantiate the impact of any
proposed funding reductions, including any resultant technical, technology, integration and/or
engineering risks.
Keep the cost team busy with quantifying the technical impact of what if funding cut
scenarios, such as 5%, 10%, 15%, etc. reductions.
o Understand the impacts and mitigations before the question is asked.
Solicit information from the requirements sponsors who know the capability priorities which
cannot be deferred.
Dont mask the impacts of proposed realized funding reductions. Ensure that leadership fully
understands the implications of the funding cut. On the other hand, dont overstate the
impact either since program credibility is on the line.
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APPENDIX C. SAMPLE TEMPLATES: REPORTING MATRICES FOR RISKS, ISSUES, AND

OPPORTUNITIES
1. Sample Risk Register
Risk
Number
8231
Linked
WBS/IMS
ID#
3.2.2
Owner
Mr.
Bill
Smith
Type of
Risk
Technical
Status
Open
Tier
Risk Event
II
Excessive
number of
priority 1
and 2
software
defects
may
cause a
delay to
the start
of IOT&E
Likelihood
Rating
Consequence
Rating
Risk
Reporting
Matrix
Risk
Mitigation
Strategy
Yellow
Control Program will

apply
management
reserve to
retain
adequate
software
engineers to
burn-down
SW defects
Submitted
Date
Board
Review
Planned
Closure
8/23/2013
1/14/2014
2/12/2014
84
Expected
Risk
Rating
Plan
Status
Green
(1-4)
ontrack
Appendix C Sample Templates
2. Risk Cube
Risk ID Number: 31
Risk Driver:
- Cost: $
Closure Date:
Cost Impacts:
- RDT&E: $ or %
Schedule Impacts:
- Months:
- Only achieves XX% of
aaa KPP performance
Risk ID Number: 22
Risk Driver:
- Cost: $
Closure Date:
Cost Impacts:
- O&M: $ or %
Schedule Impacts:
- Months:
Risk ID Number: 4
Risk Driver:
- Cost: $
Closure Date:
Cost Impacts:
Schedule Impacts:
- Months:
- May trade xyz
performance
Risk ID Number: 99
Risk Driver:
- Cost: $
Closure Date:
Cost Impacts:
- RDT&E: $ or %
- O&M: $ or %
Schedule Impacts:
- Months:
- Only YY% of abc KSA
performance
Risk ID Number: 18
Risk Driver:
- Cost: $
Closure Date:
Cost Impacts:
- RDT&E: $ or %
Schedule Impacts:
- Months:
85
3. Alternate to the Risk Reporting Matrix
86
4. Issue Tracking Sheet
Issue
Type
Consequence
T/B/P
Issue X (Describe the issue that has

occurred, the type of issue, technical,
business, or programmatic, and what are the
resulting cost, schedule and performance
consequences)
Closure Activities
Activity 1
Tech (T)
Activity 2
Activity 3
Plan of Action at Milestones

Cost
Closure Date
Planned (P)
Type (RDT&E,
Actual (A)
Procurement, O&M)
(P) 10/12/13
(A) - 11/1/13
RDT&E
(P)
(A)
Procurement
(P)
(A)
(P)
(A)
(P)
(A)
(P)
(A)
Consequence Table Key

More than z days behind plan
Between y and z days behind plan
Less than x days behind plan
87
Amount ($)
$420K
$2.1M
5. Sample Opportunity Tracking Matrix

Likelihood
Opportunity
1. Opportunity 1: Procure
Smith Rotor blades instead of
Jones rotor blades
Cost
Benefit
RDT&E Procurement O&M Schedule
6 month
$7M margin
$2M
$15K
4% greater
lift
Expected
Activity
Closure
Summarize the
activity to realize the
opportunity
June 2016
$1.1
M
$25K
$211K
Performance
$0.4M
4 months less
$3.6 long lead time
M
needed
High
Medium
Low
88
May 2015
APPENDIX D: BETTER BUYING POWER INITIATIVES AND THE RISK

MANAGEMENT GUIDE
Better Buying Power Initiative
Where Addressed in this Guide
1.0
At Milestone B, establish engineering

trades showing how each key design
feature affects the target cost
Section 2. Government Responsibilities; Section 3. Risk

Identification; Appendix A, RM Considerations During
Acquisition Life Cycle Phases
1.0
Present a competitive strategy at each

program milestone
Appendix A RM Considerations During Acquisition Life Cycle

Phases; Appendix B Common Risks and Mitigation Activities
2.0
3.0
Emphasize competition strategies and

create and maintain competitive
environments

2.0
Use technology development phase for

true risk reduction
Section 3. Risk Management Process, 3.2 Risk Analysis;

1.0
2.0
3.0
At Milestone A, set affordability target as

a Key Performance Parameter. Mandate
affordability as a requirement. Continue
to set and enforce affordability caps
Section 3.3. Risk Mitigation; Appendix A RM Considerations

During Acquisition Life Cycle Phases
1.0
2.0
3.0
Strengthen and expand should cost

based cost management
Section 6. Opportunity Management
2.0
3.0
Build stronger partnerships between the

acquisition, requirements, and intelligence
communities
Section 3.1. Risk Identification; Appendix A RM Considerations

During Acquisition Life Cycle Phases; Appendix B Common Risks
and Mitigation Activities
3.0
Increase the use of prototyping and

experimentation
Section 2.5. Roles and Responsibilities (2.5.1, 2.5.4); Section

3.1. Risk Identification; Section 7. Management of CrossProgram Risks; Appendix A RM Considerations During
Acquisition Life Cycle Phases; Appendix B Common Risks and
Mitigation Activities
3.0
Provide draft technical requirements to

industry early and involve industry in
funded concept definition to support
requirements definition
Section 3.1. Risk Identification; Appendix A RM Considerations

During Acquisition Life Cycle Phases; Appendix B Common
Risks and Mitigation Activities
3.0
Improve our leaders ability to understand

and mitigate technical risk
7 Edition focused on Technical Risk; Section 3. Risk

Management Process; 3.1 Risk Identification; Section 7
Management of Cross-Program Risks; Appendix B Common
Risks and Mitigation Activities
th
89
ACRONYMS
APB
Acquisition Program Baseline
Cost
CDD
Capability Development Document
CDR
Critical Design Review
COTS
commercial-off-the-shelf
CPD
Capability Production Document
CPR
Contract Performance Report
DAB
Defense Acquisition Board
DAES
Defense Acquisition Executive Summary
DAG
Defense Acquisition Guidebook
DAP
Defense Acquisition Portal
DAU
Defense Acquisition University
DoD
Department of Defense
DoDD
Department of Defense Directive
DoDI
Department of Defense Instruction
EAC
Estimate at Completion
ESOH
Environment, Safety, and Occupational Health
EVM
Earned Value Management
FAA
Federal Aviation Administration
IBR
Integrated Baseline Review
ICD
Initial Capabilities Document
IMP
Integrated Master Plan
IMS
Integrated Master Schedule
IOT&E
Initial Operational Test and Evaluation
IPT
Integrated Product Team
JCIDS
Joint Capabilities Integration and Development System
KPP
Key Performance Parameter
KSA
Key System Attribute
LCC
Life Cycle Cost
LCCE
Life Cycle Cost Estimate
LCSP
Life Cycle Support Plan
LRIP
Low-Rate Initial Production
90
Acronyms
MAIS
Major Automated Information System
MDAP
Major Defense Acquisition Program
M&S
Modeling and Simulation
MDA
Milestone Decision Authority
MDD
Materiel Development Decision
OIPT
Overarching Integrated Product Team
O&M
Operations and Maintenance
O&S
Operations and Support
OSD
Office of the Secretary of Defense
OUSD(AT&L) Office of the Under Secretary of Defense for Acquisition, Technology, and
Logistics
P
Performance
PDR
Preliminary Design Review
PEO
Program Executive Office or Program Executive Officer
PM
Program Manager
PMR
Program Management Review
RFP
Request for Proposal
RM
Risk Management
RMB
Risk Management Board
RMP
Risk Management Plan
SE
Systems Engineer
SEMP
Systems Engineering Management Plan
SEP
Systems Engineering Plan
SME
Subject Matter Expert
SRA
Schedule Risk Assessment
TDS
Technology Development Strategy
TEMP
Test and Evaluation Master Plan
TES
Test and Evaluation Strategy
TPM
Technical Performance Measure
TRA
Technology Readiness Assessment
WBS
Work Breakdown Structure
91
REFERENCES
Department of Defense Directive (DoDD) 5000.01. 2003. The Defense Acquisition System.
Washington, D.C.: Under Secretary of Defense for Acquisition, Technology, and Logistics.
Interim Department of Defense Instruction (DoDI) 5000.02. November 25, 2013. Operation of the
Defense Acquisition System. Washington, D.C.: Under Secretary of Defense for Acquisition,
Technology, and Logistics.
MIL-STD-881C. 2011. Work Breakdown Structures for Defense Materiel Items. Washington,
D.C.: Office of the Assistant Secretary of Defense for Acquisition, Performance Assessments,
and Root Cause Analysis.
https://acc.dau.mil/CommunityBrowser.aspx?id=482538
Public Law 111-23, 111th Cong. (May 22, 2009.) Weapon Systems Acquisition Reform Act of 2009.
Principal Deputy Under Secretary of Defense for Acquisition, Technology, and Logistics
(PDUSD(AT&L)). 2011. Document Streamlining Document StreamliningProgram
Strategies and Systems Engineering Plan (SEP). Memorandum (April 20). Washington, D.C.:
PDUSD(AT&L).
http://www.acq.osd.mil/se/docs/PDUSD-ATLMemo-Expected-Bus-Practice-TDS_AS_SEP20Apr11.pdf
http://www.acq.osd.mil/se/docs/PDUSD-Approved.SEP_Outline-04-20-2011.docx
Under Secretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)). 2012.
Better Buying Power 2.0: Continuing the Pursuit for Greater Efficiency and Productivity in
Defense Spending. Memorandum (November 13). Washington, D.C.: USD(AT&L).
92
References
Resources
Best Manufacturing Practices Center of Excellence
http://www.bmpcoe.org/
Circular No. A11 , Part 7, Planning, Budgeting, Acquisition, and Management of Capital Assets
http://www.whitehouse.gov/sites/default/files/omb/assets/a11_current_year/s300.pdf
Defense Acquisition Guidebook
https://dag.dau.mil/Pages/Default.aspx
Defense Acquisition Portal
https://dap.dau.mil/Pages/Default.aspx
DoDD 5200.01, DoD Information Security Program
http://www.dtic.mil/whs/directives/corres/pdf/520001p.pdf
DoDD 5200.39, Critical Program Information (CPI) Protection Within the Department of Defense
http://www.dtic.mil/whs/directives/corres/pdf/520039p.pdf
DoDI 8510.01, Risk Management Framework (RMF) for DoD Information Technology (IT)
http://www.dtic.mil/whs/directives/corres/pdf/851001_2014.pdf
DoD Earned Value Management
http://www.acq.osd.mil/evm/
DoD Earned Value Management Implementation Guide (EVMIG)
MIL-STD-882E, Standard Practice for System Safety
http://acqnotes.com/acqnote/tasks/mil-std-882e-system-safety
Program Managers Guide to the Integrated Baseline Review Process
Risk Management Community of Practice
93
Department of Defense Risk Management Guide for Defense Acquisition Programs, 7th Edition
(Interim Release)
Deputy Assistant Secretary of Defense
Systems Engineering
3030 Defense Pentagon
3C167
Washington, DC 20301-3030
Email: [email protected]
Website: www.acq.osd.mil/se
Distribution Statement A: Approved for public release.

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Department of Defense

Risk Management Guide

7th Edition (Interim Release)

Office of the Deputy Assistant Secretary of Defense for

Risk Management Overview ........................................................................................................ 4

ESTABLISHING AN EFFECTIVE RISK MANAGEMENT APPROACH ......................................................... 6

Aligning Government and Contractor Risk Management ............................................................ 7

Risk Management Plan ................................................................................................................. 7

Selecting a Risk Management Tool ............................................................................................ 10

Risk Management Roles and Responsibilities............................................................................ 10

RISK MANAGEMENT PROCESS ............................................................................................................ 19

Risk Analysis .............................................................................................................................. 24

3.2.1 Likelihood ............................................................................................................................ 25

INTEGRATING RISK MANAGEMENT WITH OTHER PROGRAM MANAGEMENT TOOLS ........................ 41

Integrated Master Plans and Integrated Master Schedules ......................................................... 42

4.2.1 IMS Health Assessment ....................................................................................................... 43

ISSUE MANAGEMENT PROCESS........................................................................................................... 48

OPPORTUNITY MANAGEMENT PROCESS............................................................................................. 51

MANAGEMENT OF CROSS-PROGRAM RISKS ....................................................................................... 56

Materiel Solution Analysis (MSA) Phase .................................................................................. 63

Technology Maturation and Risk Reduction (TMRR) Phase..................................................... 65

Engineering and Manufacturing Development (EMD) Phase .................................................... 68

Production and Deployment (P&D) Phase ................................................................................. 71

Operations and Support (O&S) Phase ........................................................................................ 72

Systemic Areas of Risk Found in DoD Acquisition Programs................................................... 73

APPENDIX B. COMMON RISKS AND MITIGATION ACTIVITIES................................................................... 74

Risk: Technical (Technology) ................................................................................................... 76

Risk: Technical (Integration, Testing, Manufacturing) ............................................................. 77

Risk: Programmatic (Schedule) ................................................................................................. 79

Risk: Programmatic (Communication)...................................................................................... 80

Risk: Business (Dependencies) ................................................................................................. 81

Risk: Business (Resources) ....................................................................................................... 83

Risk Cube ................................................................................................................................... 85

Alternate to the Risk Reporting Matrix ...................................................................................... 86

Issue Tracking Sheet................................................................................................................... 87

Sample Opportunity Tracking Matrix ........................................................................................ 88

Figure 1-1. Overview

Quantitative risk management

Integration of risk management with other program management tools

Managing risks with external programs

1.3 Risk Management Overview

Figure 1-2. Risk Management Process

2 ESTABLISHING AN EFFECTIVE RISK MANAGEMENT APPROACH

What can go wrong?

What can be improved?

Consequences: Cost, Schedule, and Performance

Figure 2-1. Risk, Issue, and Opportunity Relationship

2 Establishing an Effective Risk Management Approach

2.2 Aligning Government and Contractor Risk Management

The process for how the program plans to manage risks

How the program identifies and analyzes risks

RMB, who chairs, membership, and meeting frequency

2.3 Risk Management Plan

Document an organized, comprehensive, and integrated approach for managing risks

Define the methods and processes used to execute a PMs RMP

2 Establishing an Effective Risk Management Approach

Document sound issue and opportunity management approaches

Introduction Overview of the purpose and objective of the RMP.