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TABLE OF CONTENTS Wednesday, May 17, 2006 KEYNOTE SPEAKER ............................................................................................................1 PLENARY PANEL - ACQUISITION REFORM ......................................................................2 PANEL – ENHANCING COLLABORATIVE CAPACITY IN ACQUISITION ORGANIZATIONS..................................................................................................................6 COLLABORATIVE IT TOOLS LEVERAGING COMPETENCE: ANTECEDENTS AND CONSEQUENCES .............................................................................................8 BUILDING COLLABORATIVE CAPACITY IN THE INTERAGENCY CONTEXT....11 PANEL – ANALYTIC APPROACHES TO SHAPING THE S&T BASE...............................20 PANEL – STRATEGIC SOURCING.....................................................................................24 DOD IS NOT IBM: THE CHALLENGES OF IMPLEMENTING STRATEGIC SOURCING IN DEFENSE ACQUISITION................................................................25 PANEL – IMPLEMENTING RFID IN THE DEFENSE SUPPLY CHAIN ..............................47 WHAT IS THE RIGHT RFID FOR YOUR PROCESS?.............................................50 INVESTIGATING THE DEPARTMENT OF DEFENSE’S IMPLEMENTATION OF PASSIVE RADIO FREQUENCY IDENTIFICATION (RFID) .....................................81 PANEL – TRANSFORMING THE DOD ACQUISITION ENTERPRISE...............................84 CHANGING MAJOR ACQUISITION ORGANIZATIONS TO ADOPT THE BEST LOCI OF KNOWLEDGE, RESPONSIBILITIES AND DECISION RIGHTS..............85 TRANSFORMING THE ENTERPRISE OF ACQUIRING PUBLIC SECTOR COMPLEX SYSTEMS ............................................................................................113 PANEL – ISSUES IN ACQUISITION AND PUBLIC POLICY ............................................128 TO WHAT EXTENT ARE DOD ACTIVITIES CAPITALIZING ON COMMERCIAL ITEM DESIGNATION STATUTORY AND REGULATORY PROVISIONS UNDER FASA, FARA, AND SARA -- GETTING THE MOST FROM LIMITED RESOURCES ................................................................................................................................130 IMPROVING PUBLIC PERCEPTIONS BY INSTILLING OBJECTIVITY IN DECISIONS TO WAIVE PROCUREMENT REGULATIONS .................................133 THE USE OF ALTERNATIVE DISPUTE RESOLUTION TECHNIQUES IN UNITED STATES AIR FORCE ENVIRONMENTAL CONFLICTS .......................................139 = = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb=====- vi - = =
PANEL -- IMPLEMENTING AN OPEN SYSTEMS APPROACH IN WEAPON SYSTEM ACQUISITION.....................................................................................................................158 USING A MODULAR OPEN SYSTEMS APPROACH IN DEFENSE ACQUISITIONS: IMPLICATIONS FOR THE CONTRACTING PROCESS............159 DEVELOPING PERFORMANCE BASED REQUIREMENTS FOR OPEN ARCHITECTURE DESIGN .....................................................................................174 ACOUSTIC RAPID COTS INSERTION—CASE STUDY .......................................185 PANEL – BUDGETING FOR DEFENSE ACQUISITION REQUIREMENTS .....................187 REFORM OF BUDGETING FOR ACQUISITION: LESSONS FROM PRIVATE SECTOR CAPITAL BUDGETING FOR THE DEPARTMENT OF DEFENSE........188 BUDGETING FOR CAPABILITIES BASED PLANNING.......................................225 PANEL – INITIATIVES IN PROCUREMENT AND ACQUISITION ....................................227 A TRANSACTIONS COST ECONOMICS APPROACH TO DEFENSE ACQUISITION MANAGEMENT..............................................................................228 DEVELOPMENT OF MEASURES OF SUCCESS FOR CORPORATE LEVEL AIR FORCE ACQUISITION INITIATIVES .....................................................................282 Thursday, May 18, 2006 PLENARY PANEL – ESTIMATING RETURN ON INVESTMENT & VALUING REAL OPTIONS IN ACQUISITION............................................................................................... 305 USING KVA AND REAL OPTIONS ANALYSIS IN ACQUISITION: TWO CASE STUDIES...................................................................................................... 306 ESTIMATING RETURN ON INVESTMENT AND VALUING REAL OPTIONS IN ACQUISITION: “MARKET COMPARABLES”.................................................. 308 PANEL – ALTERNATIVE METHODS FOR FINANCING DEFENSE ACQUISITION........ 311 ACQUIRING COMBAT CAPABILITY THROUGH INNOVATIVE USES OF PUBLIC PRIVATE PARTNERSHIPS ..................................................................... 312 AN INTERNATIONAL PERSPECTIVE ON THE USE OF PUBLIC PRIVATE PARTNERSHIPS TO AUGMENT MILITARY CAPABILITIES ............................... 312 PANEL – CONSIDERATIONS IN MAKING LOGISTICS SUPPORT CHOICES FOR WEAPON SYSTEMS.......................................................................................................... 313 ON BUDGET ALLOCATION TO INCREASE OPERATIONAL AVAILABILITY AND REDUCE READINESS RISK THROUGH IMPROVEMENTS IN WEAPON SYSTEMS LOGISTICS....................................... 314 = = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb=====- vii - = =
Page 1 and 2: Author(s) Title Publisher Issue Dat
Page 3 and 4: The research presented at the sympo
Page 5 and 6: Preface and Acknowledgements Those
Page 7 and 8: The NPS A Team Rear Admiral James B
Page 9: 4 th Annual Acquisition Research Sy
Page 13 and 14: THIS PAGE INTENTIONALLY LEFT BLANK
Page 15 and 16: Plenary Panel - Acquisition Reform
Page 17 and 18: In May 1996, Rear Adm. Hamilton bec
Page 19 and 20: Panel - Enhancing Collaborative Cap
Page 21 and 22: Collaborative IT Tools Leveraging C
Page 23 and 24: Group’s Perceived Usefulness Grou
Page 25 and 26: diagnose collaborative capacity enc
Page 27 and 28: Organization A Problem Interagency
Page 29 and 30: Incentives - Collaboration as a pre
Page 31 and 32: Two other frequently cited barriers
Page 33 and 34: Panel - Analytic Approaches to Shap
Page 35 and 36: Discussant: Michael McGrath - Deput
Page 37 and 38: Panel - Strategic Sourcing Wednesda
Page 39 and 40: Abstract In this paper, we examine
Page 41 and 42: support from the taxpayer. A key co
Page 43 and 44: etc. (Figure 1) (Kraljik, 1983). Vi
Page 45 and 46: that companies adopted a strategic
Page 47 and 48: Benchmarking Industry According to
Page 49 and 50: 80% 70% 60% 50% 40% 30% 20% 10% 0%
Page 51 and 52: initiatives. In efforts to reduce s
Page 53 and 54: eduction goals. Also, in the same m
Page 55 and 56: Conclusion The DoD is struggling to
Page 57 and 58: Gabbard, E. G. (2004, April). Strat
Page 59 and 60: Staff. (2005, December 8). Hacket r
Page 61 and 62:
Panel - Implementing RFID in the De
Page 63 and 64:
What Is the Right RFID for Your Pro
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Introduction The evolution and appl
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Literature Review RFID technology w
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The reader is a device used to coll
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Active tags sometimes have sensors
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An RFID network with open architect
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Passive tag application: Railcar ta
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This system has lowered the risk of
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Because of the temperature-induced
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Thereafter, through a process of tr
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to be read at a few inches by an op
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RFID technology has even enhanced s
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The Costs of RFID operation An RFID
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• Abandonment: The ability to aba
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Fleisch, E., & Tellkamp, C. (2005).
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Williams, D. (2005, August 4). Pres
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logistics systems from the military
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Panel - Transforming the DoD Acquis
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upon the best knowledge and practic
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cost, this form appears to be the m
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access to, and conducted his analys
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organizational problems surface thr
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Change in analytic framework. Burea
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As we look at the effort to change
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interpretation or narrative. What
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common construction. Rather, sense-
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There will be a temptation for acto
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modeling suite. The key comparison
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This model provides us also with th
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here, particularly if the organizat
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organization identified through pri
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Levitt, R.E., Thomsen, J., Christia
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BACKGROUND To an extent, we are add
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Concept Refinement Concept Decision
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some subset of commercial “best p
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transforms the value of a public-se
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We also assume that since the gover
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Of course, we know in reality that
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CONCLUSIONS The acquisition of publ
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Panel - Issues in Acquisition and P
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To What Extent are DoD Activities C
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NAVSUP Data Call (2003 and 2004) FI
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exemption from a particular regulat
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time in the procurement schedule, a
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should be fully supported by applic
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example, federal government, state
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ADR Techniques Traditional litigati
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out the top three with 25.7% of res
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It is a consensus building, public
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Investigative Question 1—Conclusi
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Question 3b: Did the ADR process us
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suited than another to resolution.
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Investigative Question 7: Barriers
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customer, and each of these service
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Panel -- Implementing an Open Syste
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Open Systems and Modular Open Syste
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procurement planning phase include
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procurement documents and specific
Page 179 and 180:
system technical architecture requi
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These evaluation factors are tradit
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In the Cost Reimbursement contract
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technical, schedule, and past perfo
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Developing Performance Based Requir
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The DoD Performance Specification d
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due to many of the reasons presente
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even if there were ten other upgrad
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software developers can employ when
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Conducting this analysis will be as
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integration of “best of breed”
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Reform of Budgeting for Acquisition
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350000 300000 250000 200000 150000
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In fact, the disagreement between t
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Functional Area Analysis D O T M L
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Though many in Washington blame the
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In response to an open-ended questi
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CAPITAL BUDGETING IN THE DoD AND TH
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investment. Full funding also helps
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c. Functional Requirements If it is
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4. Budgeting Phase of Capital Progr
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private firm, one can combine the t
Page 223 and 224:
4. Acceptance of a project using th
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Another disadvantage of the payback
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Another guideline is that firms mus
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This concept has remained consisten
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purchases. Also, the Office of Mana
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CONCLUSIONS The current practices o
Page 235 and 236:
REFERENCES Bierman Jr., H., & Smidt
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Ratnam, G. (2005, December 12). Big
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Brian C. Payne, Captain Instructor
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A Transactions Cost Economics (TCE)
Page 243 and 244:
SECTION 1: INTRODUCTION This report
Page 245 and 246:
SECTION 2: REVIEW OF TRANSACTION CO
Page 247 and 248:
cooperative agreements, but since t
Page 249 and 250:
characteristic that defines many ou
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The added risk faced by military co
Page 253 and 254:
J) Some Empirical Evidence On the w
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unproductive bargaining and influen
Page 257 and 258:
also include the costs of internal
Page 259 and 260:
N) Results from a Bargaining-game M
Page 261 and 262:
efforts to screen for reliability a
Page 263 and 264:
Program Managers lead Program (Proj
Page 265 and 266:
Table 2. Research, Development, Tes
Page 267 and 268:
To minimize transaction costs for t
Page 269 and 270:
A recent initiative to accommodate
Page 271 and 272:
Technical complexity within a syste
Page 273 and 274:
As briefly introduced above in Sect
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Table 5. Typical Contract Type by P
Page 277 and 278:
multiyear procurements and other ty
Page 279 and 280:
Alpha Contracting reduces procureme
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SECTION 4: SYNTHESIS AND CONCLUSION
Page 283 and 284:
Finally, DoD contracting practice w
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Productive Effort Parameters Unprod
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f. Operational Significance. (added
Page 289 and 290:
enchmarks, and the like. Elements T
Page 291 and 292:
Cooter, R., Marks, S., & Mnookin, R
Page 293 and 294:
Nissen, M. E. (1997). JSOW alpha co
Page 295 and 296:
Development of Measures of Success
Page 297 and 298:
of acquisition practitioners to all
Page 299 and 300:
Attributes of Good Metrics. Certain
Page 301 and 302:
Center ACEs were from separate loca
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unique. Every interview transcript
Page 305 and 306:
appropriate. However, when asked if
Page 307 and 308:
they are receiving in their attempt
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forcing each activity and report to
Page 311 and 312:
Force Space Command System Program
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corporate Air Force acquisition ini
Page 315 and 316:
Hayes, B. Measuring Customer Satisf
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Pope, K. Measuring the Effect of th
Page 319 and 320:
Using KVA and Real Options Analysis
Page 321 and 322:
Estimating Return on Investment and
Page 323 and 324:
This research project gathered info
Page 325 and 326:
“I have determined that the curre
Page 327 and 328:
On Budget Allocation to Increase Op
Page 329 and 330:
Panel - Perspectives in Program Man
Page 331 and 332:
Best Practices: Better Support of W
Page 333 and 334:
When Should You Terminate Your Own
Page 335 and 336:
- Management activities, expenditur
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RF COMMUNICATIONS DIVISION ROCHESTE
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REQUIREMENT HF MANPACK TACSAT VHF/F
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Figure 4. System Components INTEGRA
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My best technical experts would spe
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“JULIE-GATE” The program was st
Page 347 and 348:
All agreed it was finally over, and
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A short time later, the world waite
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some of NASA’s Mars probes) or if
Page 353 and 354:
managing systems with tipping point
Page 355 and 356:
The second example of tipping point
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Although the plant did not begin co
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snt - add-new-tasks strength {work
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einforcing loop. We show how, throu
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there is no more project backlog. F
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Frac requiring rework (Frw ) 1.0 0.
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Total Backlog as a Fraction of Inti
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provide opportunities for improveme
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divided into avoiding tipping point
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The horizontal axis of Figure 14 re
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Total Backlog Total Backlog/Initial
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deadline and ensuring that it is re
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unrealistic due to drastic changes
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Kharbanda, O., & Pinto, J. (1996).
Page 383 and 384:
Panel - Service Contracting Thursda
Page 385 and 386:
Managing the Services Supply Chain
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include professional, administrativ
Page 389 and 390:
Service Characteristics and their I
Page 391 and 392:
given stage is made dependent on th
Page 393 and 394:
contracted effort. The procurement
Page 395 and 396:
Construction, Repair and Maintenanc
Page 397 and 398:
The second phase of the procurement
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human capital. This is partially du
Page 401 and 402:
for the contracting of services wil
Page 403 and 404:
Yet a RAND study of the Army showed
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services, the Army appears to have
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(janitorial) services, food service
Page 409 and 410:
Each requirement organization provi
Page 411 and 412:
Brown, S. W., Gummesson, E. Edvards
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Gronroos, C. (1982). Strategic mana
Page 415 and 416:
What Works Best when Contracting fo
Page 417 and 418:
Panel - Earned Value Management Thu
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Measuring Uncertainty in Earned Val
Page 421 and 422:
level of rate-of-change and the abs
Page 423 and 424:
But, if the widget is only half com
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so more rapidly in environments cha
Page 427 and 428:
Impending Task Delays (ITD) can be
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with: v: In the Fisher model, it re
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In discrete time form, the estimati
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Thus, various types of delay such a
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Entropy The uncertainty (non-specif
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Panel - Contractors in Support of M
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Contractors Supporting Military Ope
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drivers and other historical refere
Page 443 and 444:
Another factor driving toward incre
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number of highly experienced Blackw
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Unity of command is one of the prin
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was reimbursed for expenses actuall
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principles, such as unity of comman
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aircraft involved in re-supply miss
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President Cheney) has apparently ma
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modest proposals for incremental ch
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In July 1937, the “China Incident
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President Roosevelt’s assistant,
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Pilots of the Flying Tigers receive
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was larger than the marine aid stat
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Merchant vessels kept Britain in th
Page 469 and 470:
The final vignette involves Charles
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contract (Wake Island pre-war). In
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purposes continues to be the “leg
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Going to War with Defense Contracto
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Abstract This paper reports on an e
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Table 1: Factor loadings and alpha
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depict causal relationships tested
Page 483 and 484:
work-related experience than younge
Page 485 and 486:
Discussion and conclusion On averag
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2003 - 2006 Sponsored Acquisition R
Page 489 and 490:
NPS-PM-04-017 Matthews, David. The
Page 491 and 492:
Technical Reports NPS-GSBPP-03-003
Page 493 and 494:
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