AFI 63-501 PDF

Instruction (AFI) _IP, Management Of Aviation Critical Safety Items; Air Force Policy. Directive , AFMC Quality Assurance; and. Find the most up-to-date version of AFI at Engineering Additionally, this AF Instruction (AFI) implements the policies in management is contained in AFI , Air Force Acquisition Quality.

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Not a MyNAP member yet? Register for a free account to start saving and receiving special member only perks. While there are examples of successful weapon systems acquisition programs within the U. Air Force Afumany of the programs are still incurring cost growth, schedule delays, and performance problems. The USAF now faces serious challenges in acquiring and maintaining its weapons systems as it strives to maintain its current programs; add new capabilities to counter evolving threats; and reduce its overall program expenditures.

The federal budget cycle, characterized by short and volatile planning horizons, also places serious hurdles in the path of effective planning and execution of acquisition programs and inventory maintenance. These assessments concluded with a summary of concerns in five critical areas: Numerous studies, papers, and public commentary have repeatedly raised similar concerns over the last two decades.

Additionally, the committee found throughout aif study process that many of these concerns appear to continue to plague Air Force acquisition programs today.

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The committee planned and participated in the workshop and prepared the report Owning the Technical Baseline for Acquisition Programs in the U.

A number of observers have argued that for years, beginning in the mids, the U. Air Force ceded control, active oversight, and in-depth understanding of the technical baselines for weapon systems to defense prime contractors with negative consequences that included 1 loss of ability to perform independent technical analysis, 2 loss of ability to validate defense contractor technical decisions and conclusions, 3 atrophy of the engineering workforce competency, 4 decrease in the ability to affi and retain top engineering talent due to hands-off engineering, 5 decreased ability to control costs, 633-501 6 a reluctance by industry to share detailed, proprietary technical data for fear of transfer to competitors.

The purpose and charge of such workshop committees is not, however, to reach consensus on conclusions, findings, or recommendations.

The Owning the Technical Baseline Workshop consisted of three 2-day sessions. Throughout those sessions the workshop committee heard from numerous experts, and several recurring topics emerged from those discussions. Those recurring topics, contained in Box 1. The combination of a decrease in funding and the drawdown of forces at home and abroad has placed greater demand on Air Force assets. This greater demand has created obstacles and dilemmas with regard to trade-offs between meeting the.


Aging aircraft, the increasing costs of operation and maintenance, and the growing cost of personnel—all of which are occurring in an era of rapid force buildup of fifth-generation systems by potential adversaries—amplify and underscore the need for capable and efficient acquisition of ai superior systems by the Air Force acquisition team.

Based on the many studies and subsequent. It is generally recognized that the end of the Cold War caused a rapid decline in the number of staff and the aif of expertise possessed by the Air Force at its centers for afo, development, acquisition, and maintenance. Nevertheless, 663-501 Air Force acquisition workforce has eagerly accepted major acquisition challenges.

In some cases, fai cost and schedule overruns incurred by these acquisition programs showed that the USAF was not adequately prepared and resourced to take on these challenges. Subsequent directives from the Secretary of the Air Force and the Air Force chief of staff gave very specific instructions for upgrading and managing the acquisition workforce.

A recent report from the Defense Business Board 11 outlines an aggressive program to address the main factors that inhibit bringing highly qualified personnel into Pentagon leadership positions.

After years of studies that repeatedly identify the same problems in the Air Force acquisition workforce, it is evident that more steps could be taken to restore acquisition excellence in the Air Force.

The current incremental steps adi not achieving the necessary results. The recommendations in this report identify some of the most important steps. Owning the technical baseline allows afo government acquisition team to manage and respond knowledgeably and effectively to systems development, operations, and execution, thereby avoiding technical and other programmatic barriers to mission success.


Additionally, owning the technical baseline ensures that government personnel understand the user requirements, why a particular design and its various features have been selected over competing designs, and what the options are to pursue alternative paths to the final product 36-501 unanticipated cost, schedule, and zfi challenges.


Air Force discusses the strategic value to the Air Force of owning the technical baseline and the risk of not owning it and highlights key aspects of how agencies other than the Air Force own the af baseline for their acquisition programs.

This report identifies specific barriers to owning the technical baseline for the Air Force and makes recommendations to help guide the Air Force in overcoming those ati. Based on feedback from you, our users, we’ve made some improvements that make it easier than ever to read thousands of publications on our website.

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Do you enjoy reading reports from the Academies online for free? Sign up for email notifications and we’ll let you know about new publications in your areas of interest when xfi released. Air Force Chapter: Looking for other ways to read this? Summary Page 10 Share Cite. The 63-510 Academies Press. Page 11 Share Cite. Page 12 Share Cite. Identify the barriers that must be addressed for the Air Force to regain technical baseline control to include workforce, policy and process, funding, culture, contracts, and other factors.

Provide terms of reference for a possible follow-on study to explore the issues and 63-051 recommendations required to implement and institutionalize the technical baseline concept, and 63501 prototype the concept on a demonstration program for lessons learned.

Page 13 Share Cite. Page 14 Share Cite. Page 10 Share Cite. Login 63-510 Register to save! Statement of Task 51 Appendix B: Meetings and Speakers 60—62 Appendix D: