Fam 103 Quiz 2

118 Questions | Total Attempts: 39

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Development Quizzes & Trivia

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Questions and Answers
  • 1. 
    Describe SE "Functional Baseline" specifications.
    • A. 

      System specifications; Identifies the total function of the system, basis for development contract

    • B. 

      Defines ingredients and portions to make the item

    • C. 

      Item performance specifications; "design to" baseline

    • D. 

      Item detailed specifications; how to build components

  • 2. 
    Describe the Joint Capabilities Integration and Development System (JCIDS).
    • A. 

      Uses a strategy-to-task, capability gap identification process, ultimately "pushing" capability requirement down to the user.

    • B. 

      Before buying something to close a capability gap we should look to see if there is something about the way we currently do business that could be changed to eliminate the gap.

    • C. 

      Supports Material Solutions Analysis

    • D. 

      Identifies the capabilities required to successfully execute the mission. It also identifies shortfalls within existing systems to deliver those capabilities and the associated risks, possible non-material approaches, and if necessary executing a material solution.

  • 3. 
    Describe the Capabilities Based Assessment (CBA) process.
    • A. 

      Before buying something to close a capability gap we should look to see if there is something about the way we currently do business that could be changed to eliminate the gap.

    • B. 

      It defines the tasks with current and planned capabilities. Additionally, it identifies what capabilities are missing.

    • C. 

      Supports Material Solutions Analysis

    • D. 

      Identifies the capabilities required to successfully execute the mission. It also identifies shortfalls within existing systems to deliver those capabilities and the associated risks, possible non-material approaches, and if necessary executing a material solution.

  • 4. 
    Explain the importance of DOTMLPF-P analysis.
    • A. 

      Identifies the capabilities required to successfully execute the mission. It also identifies shortfalls within existing systems to deliver those capabilities and the associated risks, possible non-material approaches, and if necessary executing a material solution.

    • B. 

      Before buying something to close a capability gap we should look to see if there is something about the way we currently do business that could be changed to eliminate the gap.

    • C. 

      It defines the tasks with current and planned capabilities. Additionally, it identifies what capabilities are missing.

    • D. 

      Supports Material Solutions Analysis

  • 5. 
    What is the common criteria for a good requirement?
    • A. 

      Orderly, measurable, attainable, unnecessary, ambiguous, results-oriented, organized, correct

    • B. 

      Orderly, measurable, attainable, necessary, unambiguous, results-oriented, organized, correct

    • C. 

      Measurable, attainable, unnecessary, ambiguous, results-oriented

    • D. 

      Attainable, necessary, unambiguous, results-oriented, organized

  • 6. 
    Define objective requirements, threshold requirements, and key performance parameters (KPPs).
    • A. 

      Objective-desired operational goal, but beyond is not necessary, threshold-min acceptable value achievable, performance beyond is not worth the additional money

    • B. 

      Threshold-min acceptable value achievable, performance beyond is only required

    • C. 

      Objective-desired operational goal, but beyond is not necessary

    • D. 

      None of the Above

  • 7. 
    What are the mandatory KPPs?
    • A. 

      Force Protection, Survivability, Sustainment, Net Ready, Energy Efficiency, and System Training

    • B. 

      Survivability, Sustainment, Net Ready, Energy Efficiency, and System Training

    • C. 

      Force Protection, Survivability, Sustainment, and System Training

    • D. 

      Force Protection, Survivability, Oversized Sustainment, Net Readiness, Energy Infficiency, and System Training

  • 8. 
    Describe the roles (as they pertain to the acquisition community) of the POTUS
    • A. 

      Develops policies for entire DoD, prepares defense budget, organize/train/equip DoD, oversees DAS

    • B. 

      Military advisor, approves military requirements

    • C. 

      Approves national security strategy, submits annual budget

    • D. 

      Oversees AF acquisition policy and direction

  • 9. 
    Describe the role (as they pertain to the acquisition community) of the Office of the Secretary of Defense.
    • A. 

      Approves national security strategy, submits annual budget

    • B. 

      Develops policies for entire DoD, prepares defense budget, organize/train/equip DoD, oversees DAS

    • C. 

      Oversees all AF mil and civ personnel, train/equips AF

    • D. 

      Manage and execute acquisition of a program

  • 10. 
    Describe the roles (as they pertain to the acquisition community) of the Joint Chiefs of Staff (JCS)
    • A. 

      Manage and execute acquisition of a program

    • B. 

      Oversees AF acquisition policy and direction

    • C. 

      Develops policies for entire DoD, prepares defense budget, organize/train/equip DoD, oversees DAS

    • D. 

      Military advisor to POTUS, approves military requirements

  • 11. 
    Describe the roles (as they pertain to the acquisition community) of the Office of the Secretary of the Air Force (SAF)
    • A. 

      Military advisor to POTUS, approves military requirements

    • B. 

      Primary acquisition command for non-space systems

    • C. 

      Oversees AF acquisition policy and direction

    • D. 

      Provide military focused space and cyber capabilities

  • 12. 
    Describe the role (as they pertain to the acquisition community) of the Air Staff (HQ USAF)
    • A. 

      Oversees AF acquisition policy and direction

    • B. 

      Military advisor to POTUS, approves military requirements

    • C. 

      Develops policies for entire DoD, prepares defense budget, organize/train/equip DoD, oversees DAS

    • D. 

      Oversees all AF mil and civ personnel, train/equips AF

  • 13. 
    Describe the role (as they pertain to the acquisition community) of the Program Executive Officers (PEOs),
    • A. 

      Oversees AF acquisition policy and direction

    • B. 

      Develops policies for entire DoD, prepares defense budget, organize/train/equip DoD, oversees DAS

    • C. 

      Responsible for overall execution of programs within their portfolio

    • D. 

      Provide mil-focused space and cyber capabilities

  • 14. 
    Describe the roles (as they pertain to the acquisition community) of the Program Managers (PMs)
    • A. 

      Provide mil-focused space and cyber capabilities

    • B. 

      Manage and execute acquisition of a program

    • C. 

      Military advisor to POTUS, approves military requirements

    • D. 

      Develops policies for entire DoD, prepares defense budget, organize/train/equip DoD, oversees DAS

  • 15. 
    Describe the role (as they pertain to the acquisition community) of the Air Force Materiel Command (AFMC),
    • A. 

      Primary acquisition command for non-space systems

    • B. 

      Oversees AF acquisition policy and direction

    • C. 

      Oversees all AF mil and civ personnel, train/equips AF

    • D. 

      Responsible for overall execution of programs within their portfolio

  • 16. 
    Describe the role (as they pertain to the acquisition community) of the Air Force Space Command (AFSPC).
    • A. 

      Develops policies for entire DoD, prepares defense budget, organize/train/equip DoD, oversees DAS

    • B. 

      Primary acquisition command for non-space systems

    • C. 

      Provide mil-focused space and cyber capabilities

    • D. 

      Oversees AF acquisition policy and direction

  • 17. 
    Describe the role of the Armed Services Committees.
    • A. 

      Authorize dollars to programs up to the ceiling amount

    • B. 

      Authorize programs and set funding ceiling for programs

    • C. 

      Appropriate dollars to authorized programs, up to the ceiling amount

    • D. 

      None of the Above

  • 18. 
    Describe the role of the Appropriation Committees. 
    • A. 

      Authorize programs and set funding ceiling for programs

    • B. 

      Provide oversight, depending the size of program

    • C. 

      Appropriate dollars to authorized programs, up to the ceiling amount

    • D. 

      Authorize CAT III Programs

  • 19. 
    Describe the role of the Government Accountability Office (GAO).
    • A. 

      Appropriate dollars to authorized programs, up to the ceiling amount

    • B. 

      Authorize programs and set funding ceiling for programs

    • C. 

      Provide oversight, depending the size of the Program

    • D. 

      Financial watchdog working for congress. Conducts audits and investigations. Issues reports to committees and reviews budget requests. Examines alternatives.

  • 20. 
    Describe Congress' influence over defense acquisition (laws, budgets, oversight).
    • A. 

      Financial watchdog working for congress. Conducts audits and investigations. Issues reports to committees and reviews budget requests. Examines alternatives.

    • B. 

      Appropriate dollars to authorized programs, up to the ceiling amount

    • C. 

      Provide oversight, depending the size, Provide funds, Use’s GAO to gather info to support key decisions

    • D. 

      Authorize programs and set funding ceiling for programs

  • 21. 
    Describe SMART, including both what it is and why it is needed. 
    • A. 

      Support applications designed to assist project managers with day-to-day tasks and reports.

    • B. 

      Support system applications

    • C. 

      Web based support applications designed to assist program managers and acquisition pros with day-to-day tasks and reports on the health and status of a program throughout its life cycle

    • D. 

      All of the Above

  • 22. 
    Describe the Program Manager management reporting chain using SMART
    • A. 

      Rate how healthy a program is.

    • B. 

      Monitor how healthy a program is.

    • C. 

      Monitor program status’ across the AF

    • D. 

      All of the Above

  • 23. 
    Describe the Program Executive Office management reporting level as it pertains to SMART
    • A. 

      Monitor program status’ across the AF

    • B. 

      Rate how healthy a program is.

    • C. 

      Monitor how healthy a program is.

    • D. 

      None of the Above

  • 24. 
    Describe how SAF/AQ management levels in the reporting chain use SMART.
    • A. 

      Monitor program status’ across the AF

    • B. 

      Monitor how healthy a program is.

    • C. 

      Rate how healthy a program is.

    • D. 

      All of the Above

  • 25. 
    Identify key considerations in DoD/AF strategy formulation.
    • A. 

      Classic model and starting point for most mil systems

    • B. 

      Schedule dominates over cost and schedule, compress/eliminate phases, accept large risks

    • C. 

      Business and technical risks, systems engineering approach, and test and evaluation.

    • D. 

      User requirements, business and technical risks, systems engineering approach, test and evaluation, logistics, contract options, dynamic environments, etc.