Milestone B is another opportunity to strengthen key principles with MDA and stakeholder organizations in adapting the structure of programs and procurement processes to enable agile practices as outlined in the acquisition strategy. These include the structure, supervision and approval of publications with lower-level officials who are empowered to make timely decisions, while providing management with a regular overview of the program`s progress and problems. Given Agile`s dynamics, a level high enough must be structured not to limit scope changes and support iterative design and version development. Risks should be reduced to an acceptable level to act within MDAs using development versions to reduce risk, ideally with several potential suppliers. The TMRR phase should have allowed the government to engage in agile practices by understanding the unique environments for managing requirements, changes, metrics, roles and responsibilities of governments and contractors, tailored processes, implementation of the version and competing priorities and incentives. If Point B is a formal commitment, the commitment is limited to any or group of releases when the contractor or program office cannot make or demonstrate reasonable progress. One of the main advantages of agile development is to regularly demonstrate the ability to work to users and other stakeholders. This provides the best overview of the intermediate stage and shifts the centre of gravity from a document-based review to a focus on maturity and skills availability. Once an acquisition program is formally launched, the Program Office develops an acquisition strategy that outlines the planning, guidance and management approach to be used during the multi-year development and procurement process.
Other important documents that must support and approve the program are the Operational Requirements Document and the Basic Acquisition Program. At the end of the demonstration and validation phase, the acquisition program arrives at the Stage II decision point for development authorization. The decision-making authority must accurately assess the affordability of the program at this stage and define a development baseline (a refinement or revision of the initial baseline of the acquisition program approved in Stage I). The low initial production volume, which must be obtained before the end of the first audit, is also determined by the milestone decision authority of the second milestone, in consultation with the director, the operational test and the evaluation. The quantities of items required for operational testing are also determined here by the testing community and, in particular, by the Director, Operational Testing and Evaluation for ACAT I. (A major challenge for DoD is to reconcile the desire for testing on production versions of the system with the need to complete the operational trials before full production needs to be completed. This is particularly difficult when it comes to significant costs associated with continuing low-rate production or temporarily shutting down, in order to carry out certain tests and evaluations or to resolve some of the problems encountered in the first operational tests.) For each increment of an MDAP or BUT program and each sub-program of an MDAP, a separate APB is required. Increments can be used to plan simultaneous or sequential efforts to provide capacity faster and in tune with the technological maturity of each increment. (If an MDAP requires the provision of two or more categories of final items that differ considerably in terms of form and function, sub-programs may be implemented.) procedure.