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Budgeting for Capabilities Based Planning Presenter: Lt Col Steven P. Fraser (PhD) is an Associate Professor of Management at the United States Air Force Academy. He received his doctorial degree in Finance from University of South Florida, MBA from University of Pittsburg and BS from USAFA. His current research interests focus on finance, investing and education. He has many years of experience as an acquisition officer. Kurt A. Heppard, PhD, is an Associate Professor of Management at the United States Air Force Academy. He received his Doctoral degree in Strategic Management from the University of Colorado, MBA from UCLA, and BS from USAFA. He has been involved in numerous strategic planning efforts at governmental and non-governmental organizations. He has many years of acquisition and contracting experience. Steve G. Green, PhD, is a Professor of Management at the United States Air Force Academy. He received his Doctoral degree in Business Administration from United States International University, MS from USC, and BS from USAFA. He is the Director of the Center for Financial Management Excellence and consults frequently on cost analysis and performance-measurement projects. He has many years of cost analysis and acquisition experience. Brian C. Payne, Captain, is an Instructor of Management at the United States Air Force Academy. He received his Master’s degree from Harvard University and BS from USAFA. His current research interests focus on the strategic development and application of decision analysis within organizations. He has experience as an acquisition officer. Steve P. Fraser, Lt Col, USAF Associate Professor United States Air Force Academy 2345 Fairchild Drive, Suite 6H130 USAF Academy CO 80840-1508 719-333-3122 (voice) 719-333-9715 (fax) Steven.Fraser@usafa.af.mil Kurt A. Heppard Associate Professor of Management United States Air Force Academy 2345 Fairchild Drive, Suite 6H130 USAF Academy CO 80840-1508 719-333-2926 (voice) 719-333-9715 (fax) kurt.heppard@usafa.mil Steve G. Green Professor of Management United States Air Force Academy 2345 Fairchild Drive, Suite 6H130 USAF Academy CO 80840-1508 719-333-8316 (voice) 719-333-9715 (fax) steve.green@usafa.mil = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb====- 225 - = =
Brian C. Payne, Captain Instructor of Management United States Air Force Academy 2345 Fairchild Drive, Suite 6H130 USAF Academy CO 80840-1508 719-333-3122 (voice) 719-333-9715 (fax) Brian.Payne@usafa.af.mil Executive Summary The Department of Defense (DoD) and many of its agencies are implementing capabilities-based strategic management and planning systems. Concurrently there are also other major initiatives underway, including DoD Transformation and AFSO21, that are specifically addressing changing capability requirements and process-improvement initiatives. Some have questioned whether there are sufficient budgetary resources available to implement the results of these initiates. As our nation’s security challenges are becoming more complex, our military is transforming into an increasingly agile joint force. This new, highly flexible DoD requires an equally flexible and responsive business, financial and budgeting support infrastructure that is capable of adapting to an ever-changing operational landscape while ensuring adequate financial resources are available. Capabilities-based strategic planning may be the answer. It differs from the traditional “threat-based” planning by focusing on internal agency assets and processes rather than specific external threats. Using this approach at multiple levels of an agency or organization, with top-level integration focused on agency mission and key outcomes, allows the most efficient budgetary allocation of resources and promises better performance against a poorly defined or understood threat. This presentation reviews the academic theory behind capabilities-based strategic planning and ties it to current budgetary processes. = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb====- 226 - = =
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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
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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
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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
Page 187 and 188: Developing Performance Based Requir
Page 189 and 190: The DoD Performance Specification d
Page 191 and 192: due to many of the reasons presente
Page 193 and 194: even if there were ten other upgrad
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Page 197 and 198: Conducting this analysis will be as
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Page 201 and 202: Reform of Budgeting for Acquisition
Page 203 and 204: 350000 300000 250000 200000 150000
Page 205 and 206: In fact, the disagreement between t
Page 207 and 208: Functional Area Analysis D O T M L
Page 209 and 210: Though many in Washington blame the
Page 211 and 212: In response to an open-ended questi
Page 213 and 214: CAPITAL BUDGETING IN THE DoD AND TH
Page 215 and 216: investment. Full funding also helps
Page 217 and 218: c. Functional Requirements If it is
Page 219 and 220: 4. Budgeting Phase of Capital Progr
Page 221 and 222: private firm, one can combine the t
Page 223 and 224: 4. Acceptance of a project using th
Page 225 and 226: Another disadvantage of the payback
Page 227 and 228: Another guideline is that firms mus
Page 229 and 230: This concept has remained consisten
Page 231 and 232: purchases. Also, the Office of Mana
Page 233 and 234: CONCLUSIONS The current practices o
Page 235 and 236: REFERENCES Bierman Jr., H., & Smidt
Page 237: Ratnam, G. (2005, December 12). Big
Page 241 and 242: 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
Page 251 and 252: The added risk faced by military co
Page 253 and 254: J) Some Empirical Evidence On the w
Page 255 and 256: 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
Page 275 and 276: Table 5. Typical Contract Type by P
Page 277 and 278: multiyear procurements and other ty
Page 279 and 280: Alpha Contracting reduces procureme
Page 281 and 282: SECTION 4: SYNTHESIS AND CONCLUSION
Page 283 and 284: Finally, DoD contracting practice w
Page 285 and 286: Productive Effort Parameters Unprod
Page 287 and 288: 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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