The associate contractor approach to system integration

Abstract

This paper addresses the pros and cons of the various approaches to systems integration, e.g., prime/subcontractor arrangement versus associate contractor arrangements to include the impacts on such programmatic factors as cost, schedule, and risk using the B-1B experience as a model. Acquisition Management Strategies Applied to System Integration The approach to system integration selected by the buyinz office can have a significant impact on prograbmatic factors such as coit, scheduleand risk. one end of the spectrum while the associate contractor relationship with the buying office as the integrator is at the other. There are, of course, numerous approaches to the integration task which fall between these extremes. Each approach carries with it varying degrees of cost/schedule/ technical control, visibility and flexibility. The cost and degree of control is generally directly proportional with the degree of day-to-day integration involvement by the buying office The prime-subcontractor relationship is at d (prime/subcontractor relationshi associate contractor relationshipr However, the degree of program flexibility is inversely proportional with the degree of day-to-day integration involvement by the buying office (prime/subcontractor+associate contractor relationship). life of the program is less probable than that of a prime contractor. Additionally, each associate contractor is also required to man-up with like technical expertise to ensure that he can fulfill the system performance responsibilities he is being asked to sign-up for. Hence, in essence, the program ends up bearing the cost of three or four systems engineering staffs all working the same task. in this case the buying office does stay in direct control of not only the requirements, but also the design solution. In addition, the associate contractor arrangement also provides the buying office with checks and balances not present in the prime/ subcontractor arrangement because of the tendency for the associates to police each other at the interface. However, Of the various acquisition StrateRies available this paper will address [our: 1. Total System Responsibility (TSR) Prime contractor is responsible for installed performance. (Prime contractor has integration responsibility.) 2. Total System Performance Responsibility (TSYR) Associate contractor relationship where the lead contractor guarantees installed perfonance through a contract provision providing approval authority of the associate contractor's specification under contract with the Government. (Lead associate contractor has system engineering responsibility. 1 lead associate contractor has interface coordination responsibility. The b w i m office oerforms the svs3. Associate contractor relationship where the tems engineering role i d she associate contract& Under the prime/subcontractor arrangement where implement the requirements through interface coordithe prime contractor has the total system responsination (provides no contractual authority for the bility (TSR) the Government deals with only one coninterface implementation and therefore its effectractor, one set of contracts and one set of specitiveness is largely personality. dependent). fications. Therefore, the Government can move with more decisiveness in making necessary program 4. Associate Contractors The buying office changes and will experience the least program cost has the system integration responsibility. and schedule impacts from these changes. On the other hand, where you have two or three associate These strategies have varying impacts on contractors being managed and integrated by the buySpecific program factors such as: ing office, the buying office must now deal with two or three contractors, and two or three sets of a. Program risk specifications. The buying office must detennine, for example, if the uninstalled performance of an avionics Line Replaceable Unit(LRU) will meet the requirements after installation and further, what the installation requirements should be to best utilize the uninstalled performance of the LRU. engineering task requires engineering expertise in depth in several technical disciplines. ment office's ability to establish a technical team of this depth and breadth with stability over the Copyrigbl 0 American loldlute of Armmoticr and Artronsuticr, lac.. 1986. All rights resewed. Prime Contractor TSP