Defense ARJ - Defense Acquisition University

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<strong>Defense</strong> <strong>Acquisition</strong> Review Journal tAble 4. eXaMples of dod prograMs with reduCed Buying power Programs Initial Estimate Joint Strike Fighter Future Combat Systems the Up-armored High-Mobility Multipurpose Wheeled Vehicle, the Striker family of vehicles, the Airborne Warning and Control System aircraft, and the M4 carbine (GAO, July 2006). Long-term technical data need to be in the requirements before contract solicitation issuance (GAO, July 2006). Sixth, the definition of success needs redefining. In the commercial world, success is defined by maximizing profit. At DoD, success is defined by the ability to obtain funds for new programs and to maintain funding for current, ongoing programs. Optimistic cost, schedule, and technology readiness factors attract funding. Honest assessments could result in a loss of funding. Delayed testing is preferred over early testing because bad news could result in a loss of funds. Success measures such as risk reduction, knowledge-based decision making, discipline, collaboration, trust, commitment, consistency, realism, and accountability could result in better outcomes for DoD (GAO, 2005). 204 Initial quantity $189.6 B 2,866 aircraft conclusion Latest estimate Latest quantity $206.3 B 2,458 aircraft $82.6 B 15 systems $127.5 B 15 systems Percent of unit cost increase 26.7% 54.4% F-22A Raptor $81.1 B 648 aircraft $65.4 B 181 aircraft 188.7% Evolved Expendable Launch Vehicle Space Based Infrared System High Expeditionary Fighting Vehicle (GAO, 2006, p. 5) $15.4 B 181 vehicles $28.0 B 138 vehicles 137.8% $4.1 B 5 satellites $10.2 B 3 satellites 315.4% $8.1 B 1,025 vehicles $11.0 B 1,025 vehicles 35.9% DoD’s acquisition of major weapon systems represents one of the most crucial and expensive activities in the federal government. Its impact is critical on the nation’s economic and fiscal policies, especially considering the current long-term fiscal imbalances along with increasing conflicts over increasingly scarce resources. This could damage our national security. For the past several decades, deep concern
systeM DoD WeaPon of systeMs DeVeloPMent ProGraMs over DoD’s management effectiveness of these weapon systems is prompting DoD to change business practices. By following DoD’s defense life cycle management system, each weapon system could be an affordable, worthwhile investment and an executable program and, thus, achieve a better acquisition outcome. DoD is transforming military operations to function as a joint force on the battlefield in accordance with the 2006 QDR. DISCLAIMER The views expressed in this article are the author's and do not reflect the official policy or position of Information Technology, E-Commerce, and Commercial Contracting Center (ITEC4-W). Mr. andy fainer is a contract specialist at Information Technology, E-Commerce, and Commercial Contracting Center (ITEC4-W), Fort Huachuca, AZ. (E-mail address: andy.fainer@us.army.mil) AUTHOR bioGRAPhY 205
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creatiVe Potential anD PracticeD cr
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lessons froM tHe DeVeloPMent of arM
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tAble 1. suMMary Case inforMation S
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tAble 9. Continuity of tradoC staff
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tAble 2. suMMary of Consensus views
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conclusions HoW to Make incentiVe s
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endnotes HoW to Make incentiVe syst
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