Fam 103 Quiz 2

118 Questions | By Aclonick2 | Updated: Mar 20, 2022 | Attempts: 64

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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.