OASD MIL-STD-881 C-2011 WORK BREAKDOWN STRUCTURES FOR DEFENSE MATERIEL ITEMS [Superseded OASD MIL-HDBK-881 A CANC NOTICE 1 OASD MIL-HDBK-881A OASD MIL-HDBK-881]《国防物资工作分解结构[代替 OASD .pdf

《OASD MIL-STD-881 C-2011 WORK BREAKDOWN STRUCTURES FOR DEFENSE MATERIEL ITEMS [Superseded OASD MIL-HDBK-881 A CANC NOTICE 1 OASD MIL-HDBK-881A OASD MIL-HDBK-881]《国防物资工作分解结构[代替 OASD .pdf》由会员分享，可在线阅读，更多相关《OASD MIL-STD-881 C-2011 WORK BREAKDOWN STRUCTURES FOR DEFENSE MATERIEL ITEMS [Superseded OASD MIL-HDBK-881 A CANC NOTICE 1 OASD MIL-HDBK-881A OASD MIL-HDBK-881]《国防物资工作分解结构[代替 OASD .pdf（251页珍藏版）》请在麦多课文档分享上搜索。

1、 NOT MEASUREMENT SENSITIVE MIL-STD-881C 3 October 2011 SUPERSEDING MIL-HDBK-881A 30 July 2005 MIL-STD-881B 25 March 1993 DEPARTMENT OF DEFENSE STANDARD PRACTICE WORK BREAKDOWN STRUCTURES FOR DEFENSE MATERIEL ITEMS AMSC 9213 AREA MISC Reinstated after 3 October 2011 and may be used for new and existi

2、ng designs and acquisitions. Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MIL-STD-881C (THIS PAGE LEFT INTENTIONALLY BLANK)Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MIL-STD-881C i FOREWORD 1.

3、 This Standard is approved for use by all Departments and Agencies of the Department of Defense (DoD). It is for direction and should be included as a contract requirement. 2. This Standard addresses mandatory procedures for all programs subject to DoD Instruction 5000.02. 3. This military standard

4、is applicable to all defense materiel items (or major modifications) (a) established as an integral program element of the Future Years Defense Program (FYDP), or (b) otherwise designated by the DoD Component or the Under Secretary of Defense (Acquisition). This Standard is mandatory for all Acquisi

5、tion Category (ACAT) I, II, and III programs. 4. A Work Breakdown Structure (WBS) provides a consistent and visible framework for defense materiel items and contracts within a program. This Standard offers uniformity in definition and consistency of approach for developing all levels of the WBS. Gen

6、erating and applying uniform work breakdown structures improves communication in the acquisition process. It also provides direction to industry in extending contract work breakdown structures. 5. This Standard supersedes MIL-HDBK-881A, dated 30 July 2005 and MIL-STD-881B, dated 25 March 1993 entitl

7、ed Work Breakdown Structures for Defense Materiel Items. MIL-STD-881C is based on the cooperative efforts of the military services with assistance from industrial associations. Changes to the Standard specifically address advances in technology and modifications of the acquisition process, and incor

8、porates new materiel items, developmental concepts, and approaches. 6. Comments (such as recommendations, additions, or deletions) and any pertinent information, which may be useful in improving this document, should be addressed to the Office of the Assistant Secretary of Defense for Acquisition, P

9、erformance Assessments and Root Cause Analysis (OASD(A)/PARCA, 3620 Defense Pentagon, RM 5A 1082, Washington DC 20301-3620. Since contact information can change, you may want to verify the currency of this address information using the ASSIST online database at https:/assist.daps.dla.mil. Provided b

10、y IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MIL-STD-881C ii (THIS PAGE LEFT INTENTIONALLY BLANK) Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MIL-STD-881C iii Contents PARAGRAPH PAGE FOREWORD . i 1. GENE

11、RAL INFORMATION 1.1 Standard Purpose and Structure. 1 1.2 Support Documentation . 1 1.3 What Does a WBS Accomplish? . 1 1.3.1 Applications 2 1.3.2 Benefits 3 1.3.3 Challenges . 3 1.4 How is the WBS Related to Other Contract Requirements? . 3 1.5 Definitions . 3 1.5.1 Program Element (PE). 3 1.5.2 De

12、fense Materiel Item . 4 1.5.3 Work Breakdown Structure (WBS) . 4 1.5.4 Common Elements 4 1.5.5 Level Identification . 6 1.5.6 Program WBS . 6 1.5.7 Contract WBS . 6 1.5.8 Subcontract WBS 6 1.6 WBS Evolution . 6 2. GOVERNMENT PROGRAM MANAGEMENT INSTRUCTIONS 2.1 Program WBS Attributes. 8 2.2 Preparing

13、 a Program WBS 8 2.2.1 Developing and Documenting a Program WBS 8 2.2.2 Selecting Program WBS Elements 9 2.2.3 Determining Levels of Program WBS. 9 2.2.4 Creating the WBS Dictionary 14 2.2.5 Avoiding Pitfalls in Constructing a WBS 14 2.2.5.1 Requirement for WBS Element Exclusions . 15 2.2.5.2 Additi

14、onal Considerations . 15 2.3 Solicitation and Proposal . 16 2.3.1 Contractor Management Control System 16 2.3.2 Acquisition Logistics . 16 2.3.3 Planning, Programming, Budgeting, and Execution (PPBE) System 16 2.3.4 Life-Cycle Cost . 16 2.3.5 Procurement 16 2.3.6 Reporting . 16 2.4 Contract Statemen

15、t of Work (SOW) . 16 Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MIL-STD-881C iv PARAGRAPH PAGE 2.5 Request for Proposals (RFP) . 17 2.5.1 Preparing a Preliminary Contract WBS 17 2.5.2 RFP Solicitation Requirements . 17 2.5.3 Extended Contract WB

16、S . 17 2.6 Integrated Cost, Schedule, and Technical Performance and Risk Management . 17 3. CONTRACTOR INSTRUCTIONS 3.1 Developing the Contract WBS 17 3.1.1 Relationship of Program WBS to Contract WBS 17 3.1.2 Subcontractors . 18 3.1.3 Contractors Organizational Structure . 19 3.1.4 Control Account

17、Level . 19 3.2 Programmatic Issues in WBS Development 21 3.2.1 System of Systems (SoS) . 21 3.2.2 Family of Systems . 21 3.2.3 Intelligence Requirements and Related Costs 22 3.2.4 Software and Software Intensive Systems . 22 3.2.4.1 Automated Information Systems (AIS) . 22 3.2.4.2 Software Operating

18、 on Specific Equipment . 22 3.2.4.3 Visibility into Software Development Processes . 23 3.2.5 Integrated Master Plan and Integrated Master Schedule (IMP/IMS) . 23 3.2.5.1 Integrated Master Plan (IMP) 23 3.2.5.2 Integrated Master Schedule (IMS) . 24 3.2.5.3 IMP/IMS Linkage 24 3.2.6 Use of Common Elem

19、ents . 25 4. IMPLEMENTATION OF CONTRACT WORK BREAKDOWN STRUCTURE 4.1 Contract Award and Contract WBS Approval . 25 4.2 Reporting Relationships . 25 4.3 Numbering of the WBS . 25 4.3.1 Other WBS Elements . 26 4.3.2 (1n) WBS Element Definitions 26 4.4 Support for Management Activities . 26 4.4.1 Earne

20、d Value Management 26 4.4.2 Cost Estimating 27 4.4.3 Contract Funds Status 27 4.5 Summary 27 5. NOTES SECTION 5.1 Intended Use . 27 5.2 Associated Data Item Descriptions . 28 5.3 Supersession Data . 28 5.4 Subject Term (key word) Listing 28 5.5 Changes from Previous Issue 29 Provided by IHSNot for R

21、esaleNo reproduction or networking permitted without license from IHS-,-,-MIL-STD-881C v PARAGRAPH PAGE FIGURE 1. The Defense Acquisition Management Framework . 7 2. WBS Evolution 8 3. Capability Requirements in the Materiel Solution Analysis Phase 9 4. Identification of Major Subsystems and Functio

22、nal Requirements . 10 5. Program WBS Description 11 6. EMD Requirements . 12 7. Work Breakdown Structure Matrix (Contract WBS). 13 8. Example of System Configuration Documentation . 14 9. Relationship of Program WBS to Contract WBS 18 10. Relationship of Contract WBS to Subcontract WBS 19 11. Transl

23、ation from Function to Product 20 12. IPT Intersection with Contract WBS . 21 13. Linkage Between Contractor WBS and Contractor Management Systems . 23 14. Relationship of IMP/IMS to WBS . 24 15. The WBS is the Basis for DoD Reporting Requirements 26 APPENDICES A Aircraft Systems WBS and Definitions

24、 . 30 B Electronic Systems WBS and Definitions 46 C Missile Systems WBS and Definitions 54 D Ordnance Systems WBS and Definitions 72 E Sea Systems WBS and Definitions 88 F Space Systems WBS and Definitions 95 G Surface Vehicle Systems WBS and Definitions 143 H Unmanned Air Vehicle Systems WBS and De

25、finitions . 154 I Unmanned Maritime Systems WBS and Definitions . 171 J Launch Vehicle Systems WBS and Definitions . 196 K Automated Information Systems WBS and Definitions 212 L Common Elements WBS and Definitions 221 CONCLUDING MATERIAL . 243 Provided by IHSNot for ResaleNo reproduction or network

26、ing permitted without license from IHS-,-,-MIL-STD-881C vi (THIS PAGE LEFT INTENTIONALLY BLANK) Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MIL-STD-881C 1 1. GENERAL INFORMATION 1.1 Standard Purpose and Structure. This Standard presents direction

27、 for effectively preparing, understanding, and presenting a Work Breakdown Structure (WBS). It provides the framework for Department of Defense (DoD) Program Managers to define their programs WBS and also to defense contractors in their application and extension of the contracts WBS. Section 1 defin

28、es and describes the WBS. Section 2 provides instructions on how the WBS is applied as well as how to develop a Program WBS in the pre-award timeframe. Section 3 provides direction for developing and implementing a Contract WBS and Section 4 examines the role of the WBS in the post-award timeframe.

29、This Standard also provides WBS definitions for specific defense materiel commodity systems in Appendices A through K. Appendix L addresses WBS elements that are common to all systems. The primary objective of this Standard is to achieve a consistent application of the WBS for all programmatic needs

30、 (including performance, cost, schedule, risk, budget, and contractual). Discussion and direction was compiled based on many years of lessons learned in employing WBSs on defense programs. 1.2 Support Documentation. The foundation for a WBS is contained in DoD Directive 5000.01 and DoD Instruction 5

31、000.02. These documents identify responsibilities in the acquisition process from the Office of the Secretary of Defense to the DoD component field activities. Preparing a WBS is generally discussed in the context of planning and monitoring a defense system program. DoD Directive 5000.01 The Defense

32、 Acquisition System requires a disciplined approach in establishing program goals over its life cycle with streamlined and effective management that is accountable for credible cost, schedule, and performance reporting. The WBS is a critical tool in ensuring all portions of the program are covered.

33、The WBS will also facilitate the required collaboration within the Integrated Product Team (IPT) structure by providing a tie between performance, cost, schedule, and risk information. The WBS can also facilitate the required technical rigor and integrated test and evaluation throughout the defense

34、acquisition process. DoD Instruction 5000.02 Operation of the Defense Acquisition System further outlines the required framework and provides impetus for use of a WBS. The evolution of the system through incremental development further drives the requirement to breakdown the system in a structure th

35、at clarifies which capabilities will be satisfied in a specific increment of the system development. The instruction sets the requirements for Integrated Master Schedules (IMS), Earned Value Management (EVM) and other statutory, regulatory, and contract reporting information and milestone requiremen

36、ts in which the WBS is a critical element. The WBS is also a critical link to the Systems Engineering Plan (SEP), which is required to be developed prior to all milestone decisions for all Acquisition Category (ACAT) programs. Guidelines for the SEP are included in the SEP Annotated Outline (current

37、 version). In addition, the purpose of the Chairman of the Joint Chief of Staff Instruction (CJCSI) 3170.01 (current version) (in concert with the Manual for the Operation of the Joint Capabilities Integration and Development System (JCIDS) (current version) is to establish the policies and procedur

38、es of the JCIDS, which directly supports the DoD acquisition process and hence has WBS implications. The Program WBS and Contract WBS aid in documenting the work effort necessary to produce and maintain architectural products in a system life cycle. The DoD Architecture Framework (DoDAF) (current ve

39、rsion) defines a common approach for DoD architecture description development, presentation, and integration for warfighting operations and business operations and processes. The Defense Acquisition Guidebook (DAG) is a source of best practices and includes numerous references to the use of a WBS. 1

40、.3 What Does a WBS Accomplish? The following three sub-paragraphs will discuss Applications, Benefits and Challenges with regard to the WBS. Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-MIL-STD-881C 2 1.3.1 Applications. This Standard addresses tw

41、o fundamental and interrelated WBS structures: (1) the Program WBS and (2) the Contract WBS (including flow-down reporting requirements). The Program WBS provides a framework for specifying program objectives. Each WBS element provides logical summary levels for assessing technical accomplishments,

42、for supporting the required event-based technical reviews, and for measuring cost and schedule performance. The WBS defines the program in terms of hierarchically-related, product-oriented elements and includes other Government elements (for example, Program Office Operations, Manpower, Government F

43、urnished Equipment (GFE), and Government Testing). It represents the entire program from the Government Program Managers responsibility. The contract WBS is the Government approved WBS for program reporting purposes and includes all program elements (for example, hardware, software, services, data,

44、or facilities), which are the contractors responsibility. It includes the contractors discretionary extension to lower levels, in accordance with Government direction and the contract Statement of Work (SOW). The WBS is defined, developed, and maintained throughout the system life cycle based on a d

45、isciplined application of the systems engineering process. The goal is to develop a WBS that defines the logical relationship among all program elements to a specific level (typically Level 3 or 4) of indenture that does not constrain the contractors ability to define or manage the program and resou

46、rces. However, if the Government considers some program elements to be high-cost or high-risk, the system may be defined to a lower level of the WBS; this is reasonable if the product-oriented logical extension is maintained. The contractor should extend all other elements to the level and form base

47、d on the way the system is developed, produced, or managed. A secondary, but still important goal, is to provide a systematic and standardized method for gathering cost data across all programs. Having actual historical data to support cost estimates of similar defense materiel items is a valuable r

48、esource. However, the primary purpose of the WBS is to define the programs structure, and the need for data should not distort or hinder the program definition. Further, the WBS serves as a coordinating medium. Through the Program WBS and the Contract WBS, work progress is documented as resources are allocated and expended. Performance, cost, schedule, and technical data are routinely generated for reporting purposes. The WBS is the infrastructure to summarize data for successive levels of management and provide appropriate information on projected, actual