What Is The Agreement Between The Milestone Decision Authority

The Milestone Decision Authority (MDA) is the designated person with overall responsibility for a program. The MDA has the authority to authorize the inclusion of an acquisition program in the next phase of the procurement process and is responsible for reporting costs, timelines and results to higher authorities, including reports to Congress. (Source: DoDD 5000.01) The Milestone-B decision authorizes the entry of the program into the EMD phase and the awarding of contracts for EMD activities. Based on precedents for an agile approach to streamlining documentation, as defined in previous milestone decisions, there should be few additional requirements for this review of the decision. Agile program managers should be in constant contact with key stakeholders regarding program changes during the intermediate phase between decision points. More frequent ongoing reviews and ongoing coordination with stakeholders create the conditions for effective review of decisions. The MDA should focus on assessing known risks and mitigating measures necessary to conduct iterative design, development, integration, testing and deployment activities unique to the agile activities of the MDS. As the provision of incremental functions begins at this stage, the risk mitigation solution is also prioritized incrementally. In other words, if all known risks for the next iteration should be adequately reduced, the allocation of resources to reduce the risks associated with subsequent functional enhancements may be reduced or delayed, as the results of previous development activities are no longer or are not completed. These include technology, engineering, integration, manufacturing, sustainability and cost risks.

Similarly, functional requirements will continue to be refined with the most important resolution for short-term iterations. 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.

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