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Rouse, W.B. (2005b). A theory of enterprise transformation, Systems Engineering, 8 (4), 279-295. Rouse, W.B. (Ed). (2006). Enterprise transformation: Understanding and enabling fundamental change. New York: Wiley. Rouse, W.B., & Boff, K.R. (2004). Value-centered R&D organizations: Ten principles for characterizing, assessing & managing value. Systems Engineering, 7 (2), 167-185. Trigeorgis, L. (1996). Real options: Managerial flexibility and strategy in resource allocation. Cambridge: MIT Press. = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb====- 127 - = =
Panel – Issues in Acquisition and Public Policy Wednesday, May 17, 2006 1:30 p.m. – 3:00 p.m. Chair: Issues in Acquisition and Public Policy RDML Martin Brown, USN – Deputy Assistant Secretary of the Navy (Acquisition) Papers: 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 Cory Yoder, Naval Postgraduate School Improving Public Perceptions by Instilling Objectivity in Decisions to Waive Procurement Regulations Kenyon Potter, University of California The Use of Alternative Dispute Resolution Techniques in United States Air Force Environmental Conflicts SMSgt Nanci R. Pigeon, USAF, 609 Air Support Squadron/A4/LGC Lt Col Bryan J. Hudgens, USAF, Naval Postgraduate School Lt Col Ellen C. England, USAF, Air Force Institute of Technology Lt Col Leon A. Mable, USAF (ret.), Air Force Institute of Technology Chair: RDML Martin Brown, USN, Deputy Assistant Secretary of the Navy (Acquisition) Rear Admiral Brown is the Deputy Assistant Secretary of the Navy for Acquisition Management for the Assistant Secretary of the Navy (Research, Development and Acquisition). He advises the Navy’s Senior Acquisition Executive on business matters concerning Navy and Marine Corps programs and provides policy and oversight for the Navy’s procurement system, which comprises over 600 activities—conducting approximately two million transactions annually worth more than $40 billion. Rear Adm. Brown also serves as the Competition Advocate General of the Navy. As such, he ensures that the Navy and Marine Corps maximize competition to obtain the best value for their procurements. = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb====- 128 - = =
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Author(s) Title Publisher Issue Dat
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The research presented at the sympo
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Preface and Acknowledgements Those
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The NPS A Team Rear Admiral James B
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4 th Annual Acquisition Research Sy
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PANEL -- IMPLEMENTING AN OPEN SYSTE
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Plenary Panel - Acquisition Reform
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In May 1996, Rear Adm. Hamilton bec
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Panel - Enhancing Collaborative Cap
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Collaborative IT Tools Leveraging C
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Group’s Perceived Usefulness Grou
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diagnose collaborative capacity enc
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Organization A Problem Interagency
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Incentives - Collaboration as a pre
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Two other frequently cited barriers
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Panel - Analytic Approaches to Shap
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Discussant: Michael McGrath - Deput
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Panel - Strategic Sourcing Wednesda
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Abstract In this paper, we examine
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support from the taxpayer. A key co
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etc. (Figure 1) (Kraljik, 1983). Vi
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that companies adopted a strategic
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Benchmarking Industry According to
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80% 70% 60% 50% 40% 30% 20% 10% 0%
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initiatives. In efforts to reduce s
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eduction goals. Also, in the same m
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Conclusion The DoD is struggling to
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Gabbard, E. G. (2004, April). Strat
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Staff. (2005, December 8). Hacket r
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Panel - Implementing RFID in the De
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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
Page 89 and 90: • Abandonment: The ability to aba
Page 91 and 92: Fleisch, E., & Tellkamp, C. (2005).
Page 93 and 94: Williams, D. (2005, August 4). Pres
Page 95 and 96: logistics systems from the military
Page 97 and 98: Panel - Transforming the DoD Acquis
Page 99 and 100: upon the best knowledge and practic
Page 101 and 102: cost, this form appears to be the m
Page 103 and 104: access to, and conducted his analys
Page 105 and 106: organizational problems surface thr
Page 107 and 108: Change in analytic framework. Burea
Page 109 and 110: As we look at the effort to change
Page 111 and 112: interpretation or narrative. What
Page 113 and 114: common construction. Rather, sense-
Page 115 and 116: There will be a temptation for acto
Page 117 and 118: modeling suite. The key comparison
Page 119 and 120: This model provides us also with th
Page 121 and 122: here, particularly if the organizat
Page 123 and 124: organization identified through pri
Page 125 and 126: Levitt, R.E., Thomsen, J., Christia
Page 127 and 128: BACKGROUND To an extent, we are add
Page 129 and 130: Concept Refinement Concept Decision
Page 131 and 132: some subset of commercial “best p
Page 133 and 134: transforms the value of a public-se
Page 135 and 136: We also assume that since the gover
Page 137 and 138: Of course, we know in reality that
Page 139: CONCLUSIONS The acquisition of publ
Page 143 and 144: To What Extent are DoD Activities C
Page 145 and 146: NAVSUP Data Call (2003 and 2004) FI
Page 147 and 148: exemption from a particular regulat
Page 149 and 150: time in the procurement schedule, a
Page 151 and 152: should be fully supported by applic
Page 153 and 154: example, federal government, state
Page 155 and 156: ADR Techniques Traditional litigati
Page 157 and 158: out the top three with 25.7% of res
Page 159 and 160: It is a consensus building, public
Page 161 and 162: Investigative Question 1—Conclusi
Page 163 and 164: Question 3b: Did the ADR process us
Page 165 and 166: suited than another to resolution.
Page 167 and 168: Investigative Question 7: Barriers
Page 169 and 170: customer, and each of these service
Page 171 and 172: Panel -- Implementing an Open Syste
Page 173 and 174: Open Systems and Modular Open Syste
Page 175 and 176: procurement planning phase include
Page 177 and 178: procurement documents and specific
Page 179 and 180: system technical architecture requi
Page 181 and 182: These evaluation factors are tradit
Page 183 and 184: In the Cost Reimbursement contract
Page 185 and 186: technical, schedule, and past perfo
Page 187 and 188: Developing Performance Based Requir
Page 189 and 190: 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
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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
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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)
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SECTION 1: INTRODUCTION This report
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SECTION 2: REVIEW OF TRANSACTION CO
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cooperative agreements, but since t
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characteristic that defines many ou
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The added risk faced by military co
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J) Some Empirical Evidence On the w
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unproductive bargaining and influen
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also include the costs of internal
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N) Results from a Bargaining-game M
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efforts to screen for reliability a
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Program Managers lead Program (Proj
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Table 2. Research, Development, Tes
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To minimize transaction costs for t
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A recent initiative to accommodate
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Technical complexity within a syste
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As briefly introduced above in Sect
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Table 5. Typical Contract Type by P
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multiyear procurements and other ty
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Alpha Contracting reduces procureme
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SECTION 4: SYNTHESIS AND CONCLUSION
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Finally, DoD contracting practice w
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Productive Effort Parameters Unprod
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f. Operational Significance. (added
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enchmarks, and the like. Elements T
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Cooter, R., Marks, S., & Mnookin, R
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Nissen, M. E. (1997). JSOW alpha co
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Development of Measures of Success
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of acquisition practitioners to all
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Attributes of Good Metrics. Certain
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Center ACEs were from separate loca
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unique. Every interview transcript
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appropriate. However, when asked if
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they are receiving in their attempt
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forcing each activity and report to
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Force Space Command System Program
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corporate Air Force acquisition ini
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Hayes, B. Measuring Customer Satisf
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Pope, K. Measuring the Effect of th
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Using KVA and Real Options Analysis
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Estimating Return on Investment and
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This research project gathered info
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“I have determined that the curre
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On Budget Allocation to Increase Op
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Panel - Perspectives in Program Man
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Best Practices: Better Support of W
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When Should You Terminate Your Own
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- 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
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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
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managing systems with tipping point
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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).
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Panel - Service Contracting Thursda
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Managing the Services Supply Chain
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include professional, administrativ
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Service Characteristics and their I
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given stage is made dependent on th
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contracted effort. The procurement
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Construction, Repair and Maintenanc
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The second phase of the procurement
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human capital. This is partially du
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for the contracting of services wil
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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
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Each requirement organization provi
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Brown, S. W., Gummesson, E. Edvards
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Gronroos, C. (1982). Strategic mana
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What Works Best when Contracting fo
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Panel - Earned Value Management Thu
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Measuring Uncertainty in Earned Val
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level of rate-of-change and the abs
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But, if the widget is only half com
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so more rapidly in environments cha
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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
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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
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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
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work-related experience than younge
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Discussion and conclusion On averag
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2003 - 2006 Sponsored Acquisition R
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NPS-PM-04-017 Matthews, David. The
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Technical Reports NPS-GSBPP-03-003
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