ABSTRACT
Commitments to the eŸort are in two basic forms: e Žrst is through planned outcomes of sustainability engineering processes (i.e., process products) from its program-speciŽc implementation. Some of these outcomes will go to contract. ese include sustainability engineering process products essential to the program’s success (e.g., speciŽcations) as well as process products conŽrming that key characteristics of the product have been achieved (e.g., that requirements are traceable and veriŽcations conŽrm achievement of requirements). Other outcomes will be used internal to the project with varying degrees of tasking activity. Examples of such outcomes are as follows:
1. Development and use of lower-level speciŽcations of the product, such as the following: a. Development and product design/fabrication requirements b. VeriŽcation criteria for the requirements, including incremental demonstrations, conŽr-
mations, and acceptance criteria necessary to achieve product success 2. Risk avoidance events to achieve success, and the criteria used to adjudicate successful
achievement 3. Process metrics (cost, schedule, performance, quality, etc.) 4. DeŽnition of the numbers and qualiŽcations of people needed to execute responsibilities 5. Budgets and schedules
control over the SET document. e project leadership retains SET ownership but is required to inform each tasking activity of changes to the SET. e second option is to not cite the SET in the contract. In this case, the project leadership retains ownership and is not obliged to submit revisions to the tasking activity even for the purpose of information. e third option is to cite the SET in the contract and the tasking activity would have control and not the project leadership. e type of commitment expected depends on the criticality of the process to the program and the project leadership’s capability to execute the process. Although the third option is not desirable from a performance-based perspective, it may be needed to achieve a minimally acceptable level of process excellence. Performing activities that have not earned/demonstrated a su¨ciently capable level of self-governance may need additional oversight to ensure that the program succeeds.
