View/Open - Naval Postgraduate School

More documents

Recommendations

Info

1. Position NPS as a recognized leader in defense acquisition research. 2. Establish NPS acquisition research as an integral part of policy-making for Department of Defense officials. 3. Create a stream of relevant information concerning the performance of DoD Acquisition policies with viable recommendations for continuous process improvement. 4. Prepare the DoD workforce to participate in the continued evolution of the defense acquisition process. 5. Collaborate with other universities, think tanks, industry and government in acquisition research. We gratefully acknowledge the ongoing support and leadership of our sponsors, whose foresight and vision have assured the continuing success of the Acquisition Research Program: • Under Secretary of Defense (Acquisition, Technology and Logistics) • Assistant Secretary of the Navy (Research, Development and Acquisition) • Commander, Naval Sea Systems Command • Program Executive Officer (Ships) • Program Executive Officer (Integrated Warfare Systems) • Program Executive Officer (Littoral and Mine Warfare) • Dean of Research, Naval Postgraduate School We also thank UGS Corporation and the Naval Postgraduate School Foundation and acknowledge their generous contributions in support of this symposium. James B. Greene, Jr. Keith F. Snider, PhD Rear Admiral, US Navy (ret) Associate Professor = = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb=====- ii - = =
The NPS A Team Rear Admiral James B. Greene, Jr. USN (Ret.) — Acquisition Chair, Naval Postgraduate School. RADM Greene develops, implements and oversees the Acquisition Research Program in the Graduate School of Business and Public Policy. He interfaces with the DoD, industry and government leaders in acquisition, supervises student MBA projects and conducts guest lectures and seminars. Before serving at NPS, RADM Greene was an independent consultant focusing on Defense Industry business development strategy and execution (for both the public and private sectors), minimizing lifecycle costs through technology applications, alternative financing arrangements for capital-asset procurement, and “red-teaming” corporate proposals for major government procurements. RADM Greene served as the Assistant Deputy Chief of Naval Operations (Logistics) in the Pentagon from 1991-1995. As Assistant Deputy, he provided oversight, direction and budget development for worldwide US Navy logistics operations. He facilitated depot maintenance, supply-chain management, base/station management, environmental programs and logistic advice and support to the Chief of Naval Operations. Some of his focuses during this time were leading Navy-wide efforts to digitize all technical data (and, therefore, reduce cycle time) and to develop and implement strategy for procurement of eleven Sealift ships for the rapid deployment forces. He also served as the Senior Military Assistant to the Under Secretary of Defense (Acquisition) from 1987-1990 where he advised and counseled the Under Secretary in directing the DoD procurement process. From 1984-1987, RADM Greene was the Project Manager for the Aegis project. This was the DoD’s largest acquisition project with an annual budget in excess of $5 Billion/year. The project provided oversight and management of research, development, design, production, fleet introduction and full lifecycle support of the entire fleet of Aegis cruisers, destroyers and weapons systems through more than 2500 industry contracts. From 1980- 1984, RADM Greene served as Director, Committee Liaison, Office of Legislative Affairs followed by a tour as the Executive Assistant, to the Assistant Secretary of the Navy (Shipbuilding and Logistics). From 1964-1980, RADM Greene served as a Surface Warfare Officer in various duties, culminating in Command-at-Sea. His assignments included numerous wartime deployments to Vietnam as well as the Indian Ocean and the Persian Gulf. RADM Greene received a BS in Electrical Engineering from Brown University in 1964; he earned an MS in Electrical Engineering and an MS in Business Administration from the Naval Postgraduate School in 1973. Keith F. Snider — Associate Professor of Public Administration and Management in the Graduate School of Business & Public Policy at the Naval Postgraduate School in Monterey, California, where he teaches courses related to defense acquisition management. He also serves as Principal Investigator for the NPS Acquisition Research Program and as Academic Associate for resident NPS acquisition curricula. Professor Snider has a Ph.D. in Public Administration and Public Affairs from Virginia Polytechnic Institute and State University, a Master of Science degree in Operations Research from the Naval Postgraduate School, and a Bachelor of Science degree from the United States Military Academy at West Point. He served as a field artillery officer in the U.S. Army for twenty years, retiring at the rank of Lieutenant Colonel. He is a former = = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb=====- iii - = =
Page 1 and 2: Author(s) Title Publisher Issue Dat
Page 3 and 4: The research presented at the sympo
Page 5: Preface and Acknowledgements Those
Page 9 and 10: 4 th Annual Acquisition Research Sy
Page 11 and 12: PANEL -- IMPLEMENTING AN OPEN SYSTE
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
Page 65 and 66:
Introduction The evolution and appl
Page 67 and 68:
Literature Review RFID technology w
Page 69 and 70:
The reader is a device used to coll
Page 71 and 72:
Active tags sometimes have sensors
Page 73 and 74:
An RFID network with open architect
Page 75 and 76:
Passive tag application: Railcar ta
Page 77 and 78:
This system has lowered the risk of
Page 79 and 80:
Because of the temperature-induced
Page 81 and 82:
Thereafter, through a process of tr
Page 83 and 84:
to be read at a few inches by an op
Page 85 and 86:
RFID technology has even enhanced s
Page 87 and 88:
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 and 140:
CONCLUSIONS The acquisition of publ
Page 141 and 142:
Panel - Issues in Acquisition and P
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
Page 191 and 192:
due to many of the reasons presente
Page 193 and 194:
even if there were ten other upgrad
Page 195 and 196:
software developers can employ when
Page 197 and 198:
Conducting this analysis will be as
Page 199 and 200:
integration of “best of breed”
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 and 238:
Ratnam, G. (2005, December 12). Big
Page 239 and 240:
Brian C. Payne, Captain Instructor
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
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
Page 303 and 304:
unique. Every interview transcript
Page 305 and 306:
appropriate. However, when asked if
Page 307 and 308:
they are receiving in their attempt
Page 309 and 310:
forcing each activity and report to
Page 311 and 312:
Force Space Command System Program
Page 313 and 314:
corporate Air Force acquisition ini
Page 315 and 316:
Hayes, B. Measuring Customer Satisf
Page 317 and 318:
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
Page 337 and 338:
RF COMMUNICATIONS DIVISION ROCHESTE
Page 339 and 340:
REQUIREMENT HF MANPACK TACSAT VHF/F
Page 341 and 342:
Figure 4. System Components INTEGRA
Page 343 and 344:
My best technical experts would spe
Page 345 and 346:
“JULIE-GATE” The program was st
Page 347 and 348:
All agreed it was finally over, and
Page 349 and 350:
A short time later, the world waite
Page 351 and 352:
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
Page 357 and 358:
Although the plant did not begin co
Page 359 and 360:
snt - add-new-tasks strength {work
Page 361 and 362:
einforcing loop. We show how, throu
Page 363 and 364:
there is no more project backlog. F
Page 365 and 366:
Frac requiring rework (Frw ) 1.0 0.
Page 367 and 368:
Total Backlog as a Fraction of Inti
Page 369 and 370:
provide opportunities for improveme
Page 371 and 372:
divided into avoiding tipping point
Page 373 and 374:
The horizontal axis of Figure 14 re
Page 375 and 376:
Total Backlog Total Backlog/Initial
Page 377 and 378:
deadline and ensuring that it is re
Page 379 and 380:
unrealistic due to drastic changes
Page 381 and 382:
Kharbanda, O., & Pinto, J. (1996).
Page 383 and 384:
Panel - Service Contracting Thursda
Page 385 and 386:
Managing the Services Supply Chain
Page 387 and 388:
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
Page 399 and 400:
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
Page 405 and 406:
services, the Army appears to have
Page 407 and 408:
(janitorial) services, food service
Page 409 and 410:
Each requirement organization provi
Page 411 and 412:
Brown, S. W., Gummesson, E. Edvards
Page 413 and 414:
Gronroos, C. (1982). Strategic mana
Page 415 and 416:
What Works Best when Contracting fo
Page 417 and 418:
Panel - Earned Value Management Thu
Page 419 and 420:
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
Page 425 and 426:
so more rapidly in environments cha
Page 427 and 428:
Impending Task Delays (ITD) can be
Page 429 and 430:
with: v: In the Fisher model, it re
Page 431 and 432:
In discrete time form, the estimati
Page 433 and 434:
Thus, various types of delay such a
Page 435 and 436:
Entropy The uncertainty (non-specif
Page 437 and 438:
Panel - Contractors in Support of M
Page 439 and 440:
Contractors Supporting Military Ope
Page 441 and 442:
drivers and other historical refere
Page 443 and 444:
Another factor driving toward incre
Page 445 and 446:
number of highly experienced Blackw
Page 447 and 448:
Unity of command is one of the prin
Page 449 and 450:
was reimbursed for expenses actuall
Page 451 and 452:
principles, such as unity of comman
Page 453 and 454:
aircraft involved in re-supply miss
Page 455 and 456:
President Cheney) has apparently ma
Page 457 and 458:
modest proposals for incremental ch
Page 459 and 460:
In July 1937, the “China Incident
Page 461 and 462:
President Roosevelt’s assistant,
Page 463 and 464:
Pilots of the Flying Tigers receive
Page 465 and 466:
was larger than the marine aid stat
Page 467 and 468:
Merchant vessels kept Britain in th
Page 469 and 470:
The final vignette involves Charles
Page 471 and 472:
contract (Wake Island pre-war). In
Page 473 and 474:
purposes continues to be the “leg
Page 475 and 476:
Going to War with Defense Contracto
Page 477 and 478:
Abstract This paper reports on an e
Page 479 and 480:
Table 1: Factor loadings and alpha
Page 481 and 482:
depict causal relationships tested
Page 483 and 484:
work-related experience than younge
Page 485 and 486:
Discussion and conclusion On averag
Page 487 and 488:
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:
THIS PAGE INTENTIONALLY LEFT BLANK
show all

View/Open - Naval Postgraduate School

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?