Written for both students and practitioners, Management of Defense Acquisition Projects enables the reader to understand the broad range of disciplines and activities that must be integrated in order to achieve successful acquisition outcomes. This second edition features significant updates throughout, and totally new chapters.
GAO's continuing reviews of the acquisition workforce, focusing on the Department of Defense (DOD); the Departments of the Army, Navy, and Air Force; the Departments of Veterans Affairs, Energy, and Health and Human Services; the General Services Administration; and the National Aeronautics and Space Administration, indicate that some of the government's largest procurement operations are not run efficiently. GAO found that requirements are not clearly defined, prices and alternatives are not fully considered, or contracts are not adequately overseen. The ongoing technological revolution requires a workforce with new knowledge, skills, and abilities, and the nature of acquisition is changing from routine simple buys toward more complex acquisitions and new business practices. DOD has adopted multidisciplinary and multifunctional definitions of their acquisition workforce, but the civilian agencies have not. DOD and the civilian agencies reviewed have developed specific training requirements for their acquisition workforce and mechanisms to track the training of acquisition personnel. All of the agencies reviewed said they had sufficient funding to provide current required core training for their acquisition workforce, but some expressed concerns about funding training for future requirements and career development, particularly because of budget cuts made recently at the Defense Acquisition University.
A guide to defense systems analysis by experts who have worked on systems that range from air defense to space defense. The Department of Defense and the military continually grapple with complex scientific, engineering, and technological problems. Defense systems analysis offers a way to reach a clearer understanding of how to approach and think about complex problems. It guides analysts in defining the question, capturing previous work in the area, assessing the principal issues, and understanding how they are linked. The goal of defense systems analysis is not necessarily to find a particular solution but to provide a roadmap to a solution, or an understanding of the relative value of alternative solutions. In this book, experts in the field—all of them with more than twenty years of experience—offer insights, advice, and concrete examples to guide practitioners in the art of defense systems analysis. The book describes general issues in systems analysis and analysis protocols in specific defense areas. It offers a useful overview of the process, a discussion of different venues, and practical advice running a study and reporting its results. It discusses red teaming (the search for vulnerabilities that might be exploited by an adversary) and its complement, blue teaming (the search for solutions to known shortcomings). It describes real-world defense systems analysis for both traditional and nontraditional areas, including air defense and ballistic missile defense systems, bioterrorism defense, space warfare, and interplanetary communications. Perspectives on Defense Systems Analysis is a very readable resource for analysts and engineers in industry, government, and research.
The effective use of data science - the science and technology of extracting value from data - improves, enhances, and strengthens acquisition decision-making and outcomes. Using data science to support decision making is not new to the defense acquisition community; its use by the acquisition workforce has enabled acquisition and thus defense successes for decades. Still, more consistent and expanded application of data science will continue improving acquisition outcomes, and doing so requires coordinated efforts across the defense acquisition system and its related communities and stakeholders. Central to that effort is the development, growth, and sustainment of data science capabilities across the acquisition workforce. At the request of the Under Secretary of Defense for Acquisition and Sustainment, Empowering the Defense Acquisition Workforce to Improve Mission Outcomes Using Data Science assesses how data science can improve acquisition processes and develops a framework for training and educating the defense acquisition workforce to better exploit the application of data science. This report identifies opportunities where data science can improve acquisition processes, the relevant data science skills and capabilities necessary for the acquisition workforce, and relevant models of data science training and education.
This is the report of the 1987 National Commission on the Public Service, chaired by Paul Volcker (otherwise known as the Volcker Commission). It evaluates the current public service malaise, and provides analysis and recommendations for rebuilding an effective service. It considers issues of public perception, education, recruitment, politicization, and economic remuneration. By-the-by, it took Volcker et al. two years to publish the Commission's proceedings, and they don't include an index. Annotation copyrighted by Book News, Inc., Portland, OR
" The United States and DOD depend on space assets to support national security, civil, and commercial activities. Having sufficient quantities of qualified personnel to acquire space assets-on which DOD expects to spend $8 billion in fiscal year 2013-is critical to DOD's ability to carry out its mission. Approximately 1,800 federal civilians at the Air Force SMC manage the acquisition of space systems. During fiscal year 2012, the Air Force implemented a pilot program that moved $187.1 million for SMC's acquisition civilian personnel from its O&M to its RDT&E appropriation. GAO was mandated to review the Air Force pilot program. This report addresses (1) the extent to which the Air Force evaluated the impact of the pilot, and (2) the processes in place to manage realignment of the funds. GAO obtained and reviewed documentation of the pilot implementation; compared the implementation with established practices GAO has identified for implementing and evaluating pilot programs; and interviewed officials at the Air Force and DOD. GAO also reviewed applicable regulations and guidance about realigning funds and interviewed knowledgeable officials. "
