Aerospace+Defense+&+Space+-+Acquisition+Process

 **Aerospace Industry: Defense + Space Acquisition Process**

**Department of Defense:**

The mission of the Department of Defense is to provide military forces needed to deter war and to protect the security of our country. The department's headquarters is at the Pentagon.

The mission of Defense.gov is to support the overall mission of the Department of Defense by providing official, timely and accurate information about defense policies, organizations, functions and operations. Also, Defense.gov is the single, unified starting point for finding military information online.

This mission is consistent with the DoD Principles of Information, which outline the Department's policy for providing information to military members, DoD civilians, military family members, the American public, the Congress, and the news media. The information you find here is cleared for public release in accordance with applicable DoD Policies.

**The Players:**

The Secretary of Defense is the principal defense policy advisor to the President. Under the direction of the President, the Secretary exercises authority, direction, and control over the Department of Defense. The Deputy Secretary, the second-highest ranking official in the DoD, is delegated full power and authority to act for the Secretary and to exercise the powers of the Secretary on any and all matters for which the Secretary is authorized to act. The Chairman of the Joint Chiefs of Staff is the senior ranking member of the Armed Forces. The Chairman is also the principal military adviser to the President, Secretary of Defense, and the National Security Council. The Vice Chairman of the Joint Chiefs of Staff is the second ranking member of the Armed Forces and replaces the Chairman in his absence or disability. The Military Departments are the Departments of the Army, Navy, and Air Force (the Marine Corps is a part of the Department of the Navy). Each Military Department is separately organized under its own Secretary and functions under the authority, direction, and control of the Secretary of Defense. The Military Departments are responsible for organizing, training, and equipping forces for assignment to Unified Combatant Commands. The Office of the Secretary of Defense is the main staff element of the Secretary of Defense in the exercise of policy development, planning, resource management, fiscal, and program evaluation responsibilities. Each one of the Unified Combatant Commands is a command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments that is established and so designated by the President, through the Secretary of Defense with the advice and assistance of the Chairman of the Joint Chiefs of Staff. The Defense Acquisition System is the management process that guides all DoD acquisition programs. DoD Directive 5000.01, The Defense Acquisition System, provides the policies and principles that govern the defense acquisition system. DoD Instruction 5000.02, Operation of the Defense Acquisition System, in turn establishes the management framework that implements these policies and principles. The Defense Acquisition Management Framework provides an event-based process where acquisition programs proceed through a series of milestones associated with significant program phases. Details on the milestones and program phases are found in section 3 of the instruction. The instruction also identifies the specific statutory and regulatory reports and other information requirements for each milestone and decision point.  **Defense Acquisition Guidebook: ** The Defense Acquisition Guidebook is designed to complement those policy documents by providing the acquisition workforce with discretionary best practice that should be tailored to the needs of each program.  Acquisition professionals use this Guidebook as a reference source supporting their management responsibilities. The information is limited only by the user's interest or need. Some chapters contain general content; they provide individual topic discussions and describe processes and considerations that will improve the effectiveness of program planning. Some chapters provide a tutorial on the application of these topics to the acquisition framework. Depending on the subject matter, a chapter may contain general background information, tutorial discussions, and/or discussions of the detailed requirements for each milestone decision and phase. All chapters contain non-mandatory staff expectations for satisfying the mandatory requirements in DoD Instruction 5000.02  Each chapter is designed to improve understanding of the acquisition process and ensure adequate knowledge of the statutory and regulatory requirements associated with the process. Discussions, explanations, and electronic links to related information enable the "reader" to be efficient, effective, innovative, and disciplined, and to responsively provide warfighting capability.
 * <span style="color: #00005c; font-family: Tahoma,Geneva,sans-serif; font-size: 20px;">Defense Acquisition Process: **

**<span style="color: #00005c; font-family: Tahoma,Geneva,sans-serif; font-size: 20px; line-height: 18px;">Defense Acquisition University: ** <span style="display: block; font-family: Arial,Helvetica,sans-serif; font-size: 12px; line-height: 18px; text-align: left;">The Defense Acquisition University is the one institution that touches nearly every member of the Defense Acquisition Workforce throughout all career stages. <span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px; line-height: 18px;">The university provides a full range of basic, intermediate, and advanced certification training, assignment-specific training, applied research, and continuous learning opportunities.

<span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px; line-height: 18px;">The university also fosters professional development through mission assistance, rapid-deployment training on emerging acquisition initiatives, online knowledge-sharing tools, and continuous learning modules.

<span style="font-family: Tahoma,Geneva,sans-serif; font-size: 20px;">** ASUs Virtual Mentor: ** <span style="display: block; font-family: Arial,Helvetica,sans-serif; font-size: 12px; text-align: left;"><span style="background-color: #ffffff; display: block; font-family: Arial,Helvetica,sans-serif; font-size: 12px; text-align: left;">Arizona State University's [|Virtual Mentor], is currently being developed. ASU is developing Virtual Mentor for defense acquisition it is being created to improve the defense acquisition process so that companies can minimize time and money spent working through the process. The Virtual Mentor shows what a company needs to do when developing a new product for the defense industry. Different phases are shown vertically and horizontally in the map created for the Virtual Mentor website. Each of the government documents corresponding to the functions in the map are available online and are linked to each phase's description. The functions in the Virtual Mentor can each be connected to two or three documents. <span style="display: block; font-family: Arial,Helvetica,sans-serif; font-size: 12px; text-align: left;"> <span style="background-color: #ffffff; display: block; font-family: Arial,Helvetica,sans-serif; font-size: 12px; text-align: left;"> The Federal Government gave funding to the Arizona State University to create the Virtual Mentor, which required systems engineering and Software Engineering to create. It is meant to reduce the walls between different departments and encourage interaction between those departments. The program can continue to be developed with more funding. It could be used for small and mid-sized businesses as well as the Federal Government, and is especially meant for use in the Arizona aerospace and defense industry. The Virtual Mentor can help companies learn how to enter the market and meet the Federal Government's demands.

<span style="color: #00b0f0; display: block; font-family: 'Arial Black',Gadget,sans-serif; font-size: 24px; text-align: left;"><span style="color: #00005c; font-family: Tahoma,Geneva,sans-serif; font-size: 20px;">** Resources: ** <span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px;">http://www.defense.gov <span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px;">http://en.wikipedia.org/wiki/United_States_Department_of_Defense <span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px;">http://www.acq.osd.mil/osbp/doing_business/index.htm <span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px;">http://www.dau.mil <span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px;">http://129.219.40.44/SFAZ/View/Default.aspx <span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px;">http://adrc.asu.edu/node/21 <span style="font-family: Arial,Helvetica,sans-serif; font-size: 12px;">http://adrc.asu.edu/sites/default/files/midtermslides/shunk_midterm_review.pdf  https://dap.dau.mil/aphome/das/Pages/Default.aspx http://www.acq.osd.mil/