Fam 103 Quiz 2
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- 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.
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