COMPLIANCE WITH THIS PUBLICATION IS MANDATORY

Transcription

1 BY ORDER OF THE COMMANDER AIR FORCE WEATHER AGENCY AIR FORCE WEATHER AGENCY INSTRUCTION MAY 2010 Acquisition CONFIGURATION CONTROL COMPLIANCE WITH THIS PUBLICATION IS MANDATORY ACCESSIBILITY: Publications and forms are available on the e-publishing website at for downloading or ordering. RELEASABILITY: There are no releasibility restrictions on this publication. OPR: AFWA/A8X Supersedes: AFWAHOI 63-1, 6 June 2005 Certified by: AFWA/A5/8 (Col Robert Russell) Pages: 16 This Air Force Weather Agency Instruction establishes the processes to control and manage changes to the capabilities of the Air Force Weather Agency (AFWA), to include AFWA s software and hardware baselines. It applies to all personnel (military, civilian, and contractors) assigned to the Air Force Weather Agency as well as all groups and geographically separated units assigned to AFWA involved in changes to AFWA baselines. AFWA Groups will supplement this instruction or publish a supporting instruction to implement configuration control within their organizations. It should be used in conjunction with Chairman of the Joint Chiefs of Staff Instruction (CJCSI) , Joint Capabilities Integration and Development System; Chairman of the Joint Chiefs of Staff Manual (CJCSM) , Operation of the Joint Capabilities Integration and Development System; CJCSI , Interoperability and Supportability of Information Technology Systems and National Security Systems; Department of Defense Directive (DoDD) , The Defense Acquisition System; DoD Instruction (DoDI) , Operation of the Defense Acquisition System; Air Force Instruction (AFI) , Capabilities-Based Requirements Development; AFI , Weather Operations Capabilities- Based Activities; and AFI , Acquisition and Sustainment Life Cycle Management. Ensure that all records created as a result of processes prescribed in this publication are maintained in accordance with Air Force Manual (AFMAN) , Management of Records, and disposed of in accordance with Air Force Records Information Management System (AFRIMS) Records Disposition Schedule (RDS) located at The reporting requirements in this publication are licensed under the provisions of DLAR , Product Quality Deficiency Report Program found at Refer recommended changes and questions about this publication to the Office of Primary Responsibility (OPR) using the AF Form 847, Recommendation for Change of Publication; route AF Form 847s from the field through the

2 2 AFWAI MAY 2010 appropriate functional s chain of command. This publication does not apply to the Air National Guard or Air Force Reserve Command. SUMMARY OF CHANGES This publication has been substantially revised and must be completely reviewed. Major changes include the redefining of configuration management and the establishment of a configuration control process due to the AFWA reorganization 1. Concepts Configuration Control Roles and Responsibilities AFWA Configuration Control Processes Capability Tracks prescribed and Adopted Forms Attachment 1 GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 7 Attachment 2 AIR FORCE WEATHER AGENCY CONFIGURATION CONTROL BOARD 11 Attachment 3 OPERATIONAL REQUIREMENTS AND NEEDS PROCESS 13 Attachment 4 AFWA CAPABILITY DEVELOPMENT TRACKS Concepts Configuration Management: DoD Instruction requires a configuration management approach to identify, document, audit, and control the functional and physical characteristics of the system design; track any changes; provide an audit trail of program design decisions and design modifications; and be integrated with the Systems Engineering Plan and technical planning Configuration Control: Configuration Control is one of the pillars of Configuration Management and the centerpiece of this instruction. It ensures changes to a configuration baseline are properly identified, recorded, evaluated, approved or disapproved, and incorporated and verified, as appropriate Configuration Control Board (CCB): A board composed of management, technical, and administrative representatives who recommend approval or disapproval of proposed changes to, and proposed deviations from, a Configuration Item s current approved configuration documentation Configuration Control Process Overview: The control of AFWA baselines and the management of changes to these baselines are accomplished via normal AFWA staff actions. These staff actions are supplemented by technical reviews and the application of system engineering, architectural, scientific, and information assurance AFWA processes. The AFWA A-Staff is responsible for the AFWA Field-Operating Agency functional baselines. The AFWA Weather Groups (WXGs) are responsible for their assigned allocated and

3 AFWAI MAY product baselines associated with the Field-Operating Agency functional baselines. Changes to these baselines must be reviewed, staffed, tested and documented by the responsible organization prior to implementation. WXGs may make changes to allocated and product baselines under their control but are expected to avail themselves of AFWA A-Staff technical expertise when warranted. 2. Configuration Control Roles and Responsibilities AFWA Commander: Provides direction for the overall operation of AFWA production centers and the implementation of capabilities within these centers; chairs the AFWA Configuration Control Board AFWA Vice Commander: Assists the AFWA commander in performing command duties and responsibilities; chairs AFWA Configuration Control Board in the absence of AFWA/CC AFWA Technical Director: Assists the commander and vice commander with the technical direction of the AFWA Staff for policy development and staff functions related to planning, programming, integration, and sustainment for Air Force and Army meteorological, communications, and computer systems; member of AFWA Configuration Control Board Director, Operations, Training and Evaluation Directorate (AFWA/A3): Provides oversight for operations and the Doctrine, Organization, Training, Materiel, Leadership and education, Personnel, and Facilities (DOTMLPF) process; member of AFWA Configuration Control Board Director, Strategic Plans, Requirements, and Programs Directorate (AFWA/A5/8): Provides oversight of AFWA configuration control; lead command and command-sponsored (excluding communication programs) capability development, deployment and sustainment; and engineering support via the Chief Engineer; member of AFWA Configuration Control Board Director, Communications Directorate (AFWA/A6): Provides oversight of lead command and command-sponsored communications programs; weather circuit communications; Certification and Accreditation of AFWA unclassified and collateral secret systems; architectural support via AFWA/A6C; and Enterprise Information Technology Data Repository (EITDR) oversight; member of AFWA Configuration Control Board and represents the Information Assurance Manager (excluding Information Assurance matters concerning Special Compartmented Information) st Weather Group (1 WXG) Commander: Directs the overall operation of 1 WXG production centers. Process owner for the capability development and configuration control involving 1 WXG allocated and product baselines and the scheduling and implementation of new capabilities within 1 WXG; validates Operational Needs; member of AFWA Configuration Control Board d Weather Group (2 WXG) Commander: Directs the overall operation of 2 WXG production centers. Process owner for the capability development and configuration control involving 2 WXG allocated and product baselines, and the scheduling and implementation of

4 4 AFWAI MAY 2010 new and modified capabilities within 2 WXG; validates Operational Needs; member of AFWA Configuration Control Board AFWA Chief Scientist: Provides scientific advice supporting policy development related to planning, programming, and integration of capabilities for AFWA, performs scientific oversight for Air Force weather requirements and programs, and performs capability deficiency analyses; participates in the AFWA Configuration Control Board as an advisor AFWA Chief Engineer: Furnishes technical engineering service to AFWA; oversees AFWA systems and software engineering as applied to projects developed by AFWA and the System Program Offices (SPOs); participates in the AFWA Configuration Control Board as an advisor Project Manager: Directs the day-to-day actions of the project (see Attachment 1 for definition of a project) to ensure the tasks composing the project meet the expectations of scope, budget, and schedule; oversees formation of technical requirements and development of functional (A-Staff project manager), allocated, and product baselines (WXG Project Manager); oversees preparation of appropriate project level and configuration management documentation and implementation plans; staffs baseline changes to appropriate CCBs; and ensures required Certification and Accreditation documents are prepared by AFWA/A6, contractors, and/or 2 WXG/DOS Program Manager: Directs the day-to-day actions of the program (see Attachment 1 for definition of a program) to ensure the interdependent project tasks composing the program meet the expectations of scope, budget, and schedule; ensures the program manager actions specified in AFI and AFI as assigned are accomplished to include associated EITDR entries are made on behalf of the program AFWA Configuration Control Board: Approves new capability and/or modifications to existing functional baselines. The AFWA Configuration Control Board is chaired by the AFWA/CC and its membership is defined in this instruction. The AFWA CCB Charter is Attachment 2 to this instruction Weather Group Configuration Control Boards: Approves new capability and/or modifications to existing allocated and product baselines. Configuration Control Boards will be implemented by 1 WXG and 2 WXG to manage and control changes to the allocated and product baselines owned by the respective weather groups. Board processes and responsibilities will be documented in a board charter. WXG CCB charters will comply with CCB responsibilities addressed in AFI and AFI and will be coordinated with AFWA/A6 and AFWA/A5/8. WXGs are expected to involve A-Staff system engineering, architectural, scientific, and information assurance SME s in their CCB process when appropriate. 3. AFWA Configuration Control Processes. (See also Attachment 3) 3.1. Operational Requirements and Needs Process: The AFWA Operational Requirements and Needs process starts when the AFWA/CC receives a validated requirement from the Air Staff or a MAJCOM; or an Operational Need from a WXG

5 AFWAI MAY Commander (WXG/CC) or an AFWA A-Staff director. The AFWA/CC can validate an Operational Need to create an Operational Requirement, task an AFWA unit or the AFWA A-Staff to work an Operational Requirement, request Air Staff validation of the Operational Requirement or Operational Need, or have AFWA/A3 staff the Operational Requirement or Operational Need for the best approach to implementing the requested capability. Definitions of the terms Operational Requirement and an Operational Need are found in Attachment 1 and the Operational Requirement and Needs process is addressed further in Attachment Deficiency Process: The process starts with the identification of a quality, materiel, or design deficiency (see definitions of these terms in Attachment 1) by the AFWA A-Staff, 1 WXG, 2 WXG, or an external stakeholder. A separate Air Force process defined in AFI , Air Force Acquisition Quality Program; AFI , Product Quality Deficiency Report Program; and Technical Manual TO 00-35D-54 USAF Deficiency Reporting, Investigation and Resolution addresses deficiency processing and is beyond the scope of this instruction. Quality and materiel deficiencies that are identified and can be corrected by a WXG by changing an allocated or product baseline will be validated by the WXG/CC and worked by the WXG via the WXG Capability Track (paragraph 4.3). Deficiencies identified by the A-Staff or an external stakeholder will be evaluated by AFWA/A3, and if evaluated favorably, forwarded to AFWA/CC as an Operational Need for validation and tasking. Validated deficiencies correctable by changes to the allocated or product baseline are tasked to the applicable WXG for action. For deficiencies requiring changes to a functional baseline, AFWA/CC will task AFWA/A5/8 or AFWA/A6 as appropriate, for action on documentation, prioritization, and execution of the correction via the A-Staff Capability or Air Force Material Command (AFMC)/Air Force Space Command (AFSPC) Track Technology Transition Requirements Process: The process begins with the discovery or development of a new or enhanced scientific algorithm or capability to address unmet capability shortfalls, improve accuracy, or reduce processing costs. Once the validity and efficacy of the technical capability are assessed favorably by the AFWA Chief Scientist, the Operational Need is validated by a WXG/CC and tasked to be developed via the WXG Capability Track. However if a change to an AFWA Functional Baseline is required, the WXG/CC must forward the Operational Need to the AFWA/CC for further action via the Operational Requirements and Needs Process Squadron Process: Field units can submit Operational Needs to their servicing Operational Weather Squadron (OWS), 2nd Weather Squadron, 2nd Systems Operations Squadron, or 14th Weather Squadron. If satisfying the Operational Need is within the capability of the squadron, the commander can validate the Operational Need and take action to satisfy the new Operational Requirement. Operational Needs which are determined to be beyond the capability of the squadron to satisfy, or require a change to a functional baseline, should be returned to the requesting unit or agency for action via their MAJCOM or the Air Staff. However, if the Operational Need is deemed by the squadron to have merit as a future AFWA capability, it should be forwarded to the parent weather group for consideration and further action via the Operational Requirements and Needs Process described above. Squadrons or WXGs will publish guidance or an instruction to further specify this process Basic Needs Process: Basic Needs (see Attachment 1) are normally addressed by AFWA Weather Squadrons. Basic Needs which are determined to be beyond the capability

6 6 AFWAI MAY 2010 of these squadrons should be returned to the requesting unit or agency for action via their MAJCOM or the Air Staff. If the Basic Need is deemed by the AFWA Squadron to have merit as a future AFWA capability, it should be forwarded via channels to their Weather Group Commander for consideration and further action via the applicable process discussed above. WXGs will publish guidance or a Group Instruction to further specify this process. 4. Capability Tracks A-Staff Capability Track: AFWA/A5/8 or AFWA/A6 will task a division to appoint a Program or Project Manager, as appropriate. A functional baseline is developed, or an existing functional baseline is modified, and then presented to the AFWA CCB for approval. If it is determined that the best approach is for the A-Staff to allocate funding to have a contractor or an outside agency develop the required capability, then the existing Project Manager will manage the project from the development of allocated and product baseline to the delivery of the capability and documentation to the WXG for implementation. Otherwise, AFWA/CC will task the appropriate WXG to complete the capability development via the WXG Capability Track. Additional details are at Attachment AFMC/AFSPC Capability Track: If it is determined by AFWA/A5/8 or AFWA/A6 that the capability development should be accomplished by AFMC or AFSPC or a change to an AFMC or AFSPC managed baseline is required, the responsible AFWA Directorate will work with the respective SPO or Air Logistics Center to develop the capability to meet the requirement. Details of the AFMC/AFSPC Capability Track are outside the scope of this instruction. However, any changes required to AFWA-maintained baselines resulting from the new/modified capability will progress through the A-Staff or WXG Capability Tracks WXG Capability Track: If it is determined that the desired capability can be met without modifying any functional baseline or a new functional baseline is delivered without an allocated or product baseline then the tasked WXG will appoint a Project Manager to manage the project from the development of allocated and product baseline to the delivery of the capability and documentation for implementation. Additional details are at Attachment 4. This track can also be applied to WXG Operational Requirements that do not require changes to AFWA Functional Baselines and are within the capability of the WXG to develop and implement. In this case the WXG/CC will validate the WXG Operational Need to create an Operational Requirement. WXG Operational Needs that do not meet either of these criteria must follow the Operational Requirements and Needs Process. 1 WXG and 2 WXG will supplement this instruction or publish a supporting instruction to specify additional detailed WXG Capability Track procedures WXG Needs Track: To be documented by WXGs in supporting document(s). 5. prescribed and Adopted Forms Prescribed Forms. No forms are prescribed in this publication Adopted Forms. AF Form 847, Recommendation for Change of Publication. JOHN D. MURPHY, Colonel, USAF Commander

7 AFWAI MAY References Attachment 1 GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION AFI , Capabilities-Based Requirements Development, 31 July 2006 AFI , Capabilities-Based Planning, 10 May 2006 AFI , Weather Operations Capabilities-Based Activities, 7 December 2007 AFI , Product Quality Deficiency Report Program, 9 April 2003 AFI , Information Assurance Management, 23 December 2008 AFI , Air Force Certification and Accreditation Program, 23 December 2008 AFI , Military Personnel Records System, 30 August 2006 AFI , Acquisition and Sustainment Life Cycle Management, 17 April 2009 AFI , Air Force Acquisition Quality Program, 31 May 1994 AFI , Life Cycle Systems Engineering, 23 July 2007 AFMAN , Management of Records, 1 March 2008 CJCSI F, Joint Capabilities Integration and Development System, 1 May 2007 CJCSI , Interoperability and Supportability of Information Technology and National Security Systems, 15 December 2008 CJCSM C, Operation of the Joint Capabilities Integration and Development System, 1 May 2007 DoDD , The Defense Acquisition System, 12 May 2003 DoDI , Operation of the Defense Acquisition System, 8 December 2008 MIL-HDBK-61A, Military Handbook, Configuration Management Guidance, 7 February 2001 TO 00-35D-54, USAF Deficiency Reporting, Investigation, and Resolution, 1 July Defense Acquisition Guidebook Product Lifecycle Management Abbreviations and Acronyms WXG 1st Weather Group WXG 2d Weather Group AFI Air Force Instruction AFMAN Air Force Manual AFMC Air Force Materiel Command AFSPC Air Force Space Command

8 8 AFWAI MAY 2010 AFWA Air Force Weather Agency AFWA/A3 Operations, Training, and Evaluation Directorate AFWA/A5/8 Strategic Plans, Requirements, and Programs Directorate AFWA/A6 Communications Directorate AFWA/CC Commander, Air Force Weather Agency CCB Configuration Control Board CJCSI Chairman of the Joint Chiefs of Staff Instruction CJCSM Chairman of the Joint Chiefs of Staff Manual DoDD Department of Defense Directive DoDI Department of Defense Instruction DOTMLPF Doctrine, Organization, Training, Materiel, Leadership and education, Personnel, and Facilities EITDR Enterprise Information Technology Data Repository SSS Electronic Staff Summary Sheet HQ AFWA Headquarters, Air Force Weather Agency OPR Office of Primary Responsibility OWS Operational Weather Squadron SPO System Program Office WXG Weather Group WXG/CC Weather Group Commander Terms Allocated Baseline The documentation describing a Configuration Item s functional, performance, interoperability, and interface requirements that are allocated from those of a system or higher-level configuration item; interface requirements with interfacing configuration items; and the verifications required to confirm the achievement of those specified requirements. Basic Need Basic Needs are primarily Return-To-Service issues. They include password, web/web link, and subscription issues and those actions assigned to the 2 WXG s Help Desk by the 2 WXG/CC. Capability Ability to achieve a desired effect under specified standards and conditions through combinations of means and ways to perform a set of tasks (CJCSI F). Capabilities are the output the Operational Requirements and Needs Process. Capabilities are improved by the Deficiency Process and the Technology Transition Requirements Process. Certification and Accreditation (C&A) Process to ensure information assurance for all Air Force procured information systems and guest systems operating on or accessed from the Air Force-Global Information Grid. The central component used to satisfy policy requirements of Department of Defense Information Assurance Certification and Accreditation Process is the

9 AFWAI MAY completion of IT Lean and the Security, Interoperability, Supportability, Sustainability, and Usability checklist in the Enterprise Information Technology Data Repository. Configuration Control (1) A systematic process that ensures that changes to released configuration documentation are properly identified, documented, evaluated for impact, approved by an appropriate level of authority, incorporated, and verified. (2) The configuration management activity concerning the systematic proposal, justification, evaluation, coordination, and disposition of proposed changes; and the implementation of all approved and released changes into (a) the applicable configurations of a product, (b) associated product information, and (c) supporting and interfacing products (including commercial off-the-shelf and operating system) and their associated product information. Configuration Control Board A board composed of technical and administrative representatives who recommend approval or disapproval of proposed engineering changes to, and proposed deviations from, a configuration item s current approved configuration documentation. Configuration Item A Configuration Item is any hardware, software, or combination of both that satisfies an end use function and is designated for separate configuration management. Configuration Management A management process for establishing and maintaining consistency of a product s performance, functional, and physical attributes with its requirements, design and operational information throughout its life. The Defense Acquisition Guidebook defines configuration management as the application of sound business practices to establish and maintain consistency of a product's attributes with its requirements and product configuration information. It involves interaction among government and program functions such as systems engineering, design engineering, logistics, contracting, and manufacturing in an Integrated Product Team environment. Configuration management includes system hardware, software, and documentation (data). A configuration management process guides the system products, processes, and related documentation, and facilitates the development of open systems. Configuration Management efforts result in a complete audit trail of decisions and design modifications. The elements of configuration management include Configuration Management Planning and Management, Configuration Identification, Configuration Control, Configuration Status Accounting, and Configuration Verification and Audit. Design Deficiency Any condition that limits or prevents the use of materiel for the purpose intended or required where the materiel meets all other specifications or contractual requirements. These deficiencies cannot be corrected except through a design change. Functional Baseline Quantitative performance parameters and design constraints, including operational and logistic parameters and their respective tolerances. Functional characteristics include all performance parameters, such as range, speed, lethality, reliability, maintainability, and safety. Rapid Level of-effort Assessment A determination whether a task is within the unit s mission, whether the requested suspense can be met, whether additional resources are required, and a recommended priority or adjusted suspense. Suspense for a rapid level-of-effort assessment is usually a week or less.

10 10 AFWAI MAY 2010 Material Deficiency The failure of an item or end item, which worked initially, that was not attributable to either the repair or manufacturing process, but was due to an unpredictable failure of a component or subassembly. Operational Need These are unit requests for AFWA support that have not been validated by a MAJCOM, Air Staff, or an AFWA Commander. Once validated, Operational Needs become Operational Requirements. Other than responding to requests for rapid level-of-effort assessments, work is not normally done on an Operational Need. Operational Requirement An Operational Need or a request for a new or modified capability that has been validated by the Air Staff, a MACOM, or an AFWA Commander. Product Item, materiel, data, software, supplies, system, assembly, subassembly, or portion thereof which is produced, purchased, developed, or otherwise used by the Government. (TO 00-35D-54) Product Baseline A Configuration Item s detailed design documentation including, for software, the source code and components listing, and those verifications necessary for accepting product deliveries during the production, operation, maintenance, and logistic support of its life cycle. Quality Deficiency A deficiency attributable to errors in workmanship, nonconformance to specifications (initial failure), drawing standards, or other technical requirements. Program These are usually long-term efforts with multiyear funding, interrelated projects, and are usually worked by SPOs or contractors. Programs require support throughout the life of the system or capability (acquisition to retirement). Programs require a more complex governing structure because they involve fundamental support changes and expenditures with significant bottom-line impact. Programs are almost always managed by the AFWA A-Staff. Project A project is generally designed to achieve a particular outcome and may be associated with a program. Projects usually have a near-term suspense with well-stated goals and objectives. Most work at AFWA involving configuration control are projects. System Deficiency Any condition that limits or prevents the use of materiel for the purpose intended or required, A deficiency in an operational enclave that is preventing or hindering the accomplishment of a current capability. System deficiencies do not normally occur as a result of a new capability but evolve slowly over time or as a result of a change to overarching directives or external factors. A deficiency which has occurred as a result of a new or modified existing capability is addressed as part of the new/modified capability implementation. Test and Evaluation Deficiencies These are deficiencies (on hardware or software) identified during government conducted or managed test and evaluation. These deficiencies are discovered during developmental test and evaluation, or those that fail to meet operational requirements as measured during operational test and evaluation. These include, but are not limited to, deficiencies that are the result of incompatibility or failures as measured against required capabilities, applicable specifications, procedures, or test equipment and may include recommendations for enhancements to improve operational safety, suitability, and effectiveness. (TO 00-35D-54)

11 AFWAI MAY CHARTER Attachment 2 AIR FORCE WEATHER AGENCY CONFIGURATION CONTROL BOARD 12 February Purpose: The Air Force Weather Agency (AFWA) Configuration Control Board (CCB) exists to control changes to and configurations of AFWA functional baselines in accordance with AFWA Instruction 63-1 to ensure optimum and efficient operations. The AFWA CCB reviews and approves changes or additions to AFWA functional baselines and their associated requirements. 2. Membership: a. Chair: AFWA Commander b. Alternate Chair: AFWA Vice Commander c. Members: AFWA Technical Director; Director, Operations, Training and Evaluation Directorate; Director, Strategic Plans, Requirements, and Programs Directorate; Director, Communications Directorate; 1st Weather Group Commander; 2d Weather Group Commander d. Advisors: AFWA Chief Scientist; AFWA Chief Engineer; AFWA Information Assurance Manager 3. Operating Procedures: The AFWA CCB operates primarily as a virtual board reviewing and approving/disapproving staff packages containing proposed changes or additions to AFWA functional baselines. The acting AFWA CCB Chair approves or disapproves the proposed change. AFWA A-Staff directorates and weather groups sponsoring changes to functional baselines will submit electronic staff summary sheets to AFWA CCB members and advisors. If the CCB Chair so directs, the sponsoring agency will arrange an AFWA CCB meeting and prepare a briefing for the AFWA CCB membership. Documents associated with an approved functional baseline change will be incorporated into the appropriate functional baseline.

12 12 AFWAI MAY 2010 The AFWA CCB delegates control and approval of changes to allocated and product baselines to AFWA Weather Group CCBs. 4. Changes to the Charter: The AFWA CCB manages recommended charter changes as baseline changes requiring CCB approval. AFWA A-Staff directorates and weather groups will staff charter changes in accordance with AFWA CCB operating procedures above. 5. Approval: Approved/Disapproved. Dated JOHN D. MURPHY, Colonel, USAF Commander

13 AFWAI MAY Attachment 3 OPERATIONAL REQUIREMENTS AND NEEDS PROCESS * If a unit can meet the need with internal resources, then the unit should do it. If it cannot, then the unit should up-channel the need to the next higher headquarters. Detailed Process Flow of Operational Requirements or Operation Needs to AFWA/CC. 1. AFWA/CC receives an Operational Requirement from a MAJCOM or the Air Staff. 2. AFWA units receive or develop Operational Needs. If the unit commander validates it, it becomes an Operational Requirement and the unit works a solution. However Operational Needs beyond the ability of the unit to satisfy must be forwarded to the unit s WXG for action. If the WXG/CC validates it, it becomes an Operational Requirement and the WXG works a solution. However, Operational Needs beyond the ability of the WXG to satisfy must be forwarded to AFWA/CC for action. 3. Operational Needs developed by the A-Staff divisions are forwarded to their directorate for approval. AFWA Directors then forward the Operational Needs to AFWA/CC. 4. AFWA/CC can validate the Operational Need and it becomes an Operational Requirement. Non-validated Operational Needs are returned to the requestor. 5. AFWA/CC can also request AF/A3O-W validation of the Operational Need. AF/A3O-Wvalidated Operational Needs become Operational Requirements. 6. AF/A3O-W non-validated Operational Needs are returned to the requestor via AFWA channels. Processing of an Operational Need or Requirement. 7. Option 1 - AFWA/CC tasks a WXG or an A-Staff directorate to take action. (no rapid levelof-effort assessment needed) 8. Option 2 - AFWA/CC tasks AFWA/A3, with their choice of a relevant WXG or A-Staff OCR, to perform a rapid level-of-effort assessment (see terms in attachment 1) of the Operational Requirement. 9. As part of the rapid level-of-effort assessment, AFWA/A3 requests and receives a requirement check from AFWA/A5/8 (A5R) as to whether this Operational Requirement is a new or existing requirement. 10. AFWA/A3 does a DOTMLPF assessment and combines it with the AFWA/A5R assessment to form a recommendation. If AFWA/A3 s recommendation is the Operational Need is outside of AFWA s mission, this recommendation is passed to AFWA/CC for action and rapid level-ofeffort assessment terminates.

14 14 AFWAI MAY Otherwise AFWA/A3 requests applicable WXG or A-Staff directorate for rapid level-ofeffort assessment and the rapid level-of-level assessment is returned to AFWA/A AFWA/A3 returns rapid level-of-effort assessment to AFWA/CC. 13. Either AFWA/CC tasks a WXG or an AFWA A-Staff directorate to take action, or AFWA/CC requests assistance from AF/A3O-W, or AFWA/CC returns rapid level-of-effort assessment to MAJCOM for their review and further action.

15 AFWAI MAY A-Staff Capability Track. Attachment 4 AFWA CAPABILITY DEVELOPMENT TRACKS 1. Requirement Review (OPR: AFWA/A5/8 or AFWA/A6) a. Document and database the Operational, System, or Technical Requirement. b. Determine whether new requirement requires a new capability or modification to existing capability. c. Determine whether a SPO task or AFWA-internal task. (1) Modification to existing AFMC/AFSPC baseline will normally be tasked to AFMC/AFSPC. (2) If assigned to AFMC/AFSPC, development will now follow the AFMC/AFSPC Capability Track. d. Appoint Program Manager, or Project Manager, as appropriate. 2. Develop/Modify Functional Baseline (OPR: A-Staff Program Manager or Project Manager) a. Breakdown Operational Requirement into technical requirements. Note: If during the execution of this track it is determined that the capability can be met by an existing Functional Baseline without modifications, the Program/Project Manager will prepare and staff an e-sss for the AFWA CCB for approval to process these requirements via the WXG Capability Track. (1) For new capabilities, Program/Project managers should ensure engineering, architecture, and information assurance requirements are addressed to create a new functional baseline. (2) If new requirement(s) result in a modification to an existing baseline, merge the new technical requirements into the existing functional baseline, making changes where necessary. b. If the capability will involve Information Assurance matters concerning Special Compartmented Information processing, 2 WXG should be consulted. 3. Conduct Functional Baseline Review (OPR: A-Staff Program Manager or Project Manager) a. A-Staff engineering, architectural, information assurance, and science staff members review. (via e-sss) b. AFWA CCB review. (via e-sss and/or briefing) 4. Place new functional baseline in AFWA functional baselines configuration database. (Program Manager or Project Manager). Note: Any future changes to this baseline must undergo another functional baseline review. Note: If the functional baseline was developed by contractor or a SPO/contractor team it is possible that the allocated and product baselines would be also developed as part of the same effort. If that is the case, then the A-Staff project/program manager would accomplish the WXG Capability Track steps below.

16 16 AFWAI MAY 2010 WXG Capability Track. Below is a high-level view of the steps needed in this process. WXGs should expand these steps in supporting document(s). WXGs should take advantage of A-Staff engineering, architectural, information assurance, and science staff members while executing this track. 1. Develop/Modify Allocated Baseline. (WXG Project Manager) 2. Approve Allocated Baseline. (WXG CCB) 3. Develop/Modify Product Baseline. (WXG) a. Preliminary Design. b. Final Design. 4. Code and Unit Test. 5. Software Review. (AFI33-210) 6. Conduct Integration and Security Testing. 7. Conduct Acceptance Testing. 8. Hardware Baseline Review and Validation. (AFI ) 9. Approve test results and Product Baseline(s). (WXG CCB) 10. Final Capability, approval e-sss, and documentation (design, testing, security, and operating) delivered to the appropriate WXG for implementation. WXG Needs Track. Documented by WXGs in supporting document(s).