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Military and defense organizations are a vital component to any nation. In order to maintain the standards of these sectors, new procedures and practices must be implemented. Emerging Strategies in Defense Acquisitions and Military Procurement is a pivotal reference source for the latest scholarly research on the present state of defense organizations, examining reforms and solutions necessary to overcome current limitations and make vast improvements to their infrastructure. Highlighting methodologies and theoretical foundations that promote more effective practices in defense acquisition, this book is ideally designed for academicians, practitioners, researchers, upper-level students, and professionals engaged in defense industries.
Includes observations on the performance of DoD's 2010 portfolio of 98 major defense acquisition programs; data on selected factors that can affect program outcomes; an assessment of the knowledge attained by key junctures in the acquisition process for a subset of 40 programs; and observations on the implementation of acquisition reforms. To conduct this review, the auditor analyzed cost, schedule, and quantity data and collected data from program offices on performance requirements and software development; technology, design, and manufacturing knowledge; and the implementation of DoD's acquisition policy and acquisition reforms. He also compiled assessments of 71 weapon programs. Charts and tables. This is a print on demand report.
This review includes the feasibility and advisability of: (1) estab. a process in which the commanders of combatant commands provide input on the capabilities needed to accomplish their missions over 15 years or more; (2) estab. a materiel solutions process for addressing identified gaps in critical warfighting capabilities; (3) revising the acquisition process by estab. shorter, more frequent acquisition program milestones; (4) requiring the milestone decision authority to specify the period of time that will be required to deliver an initial operational capability; (5) estab. a new office to provide independent cost and performance est.; (6) requiring certifications of program status; and (7) modifying the role played by the Chiefs of Staff of the Armed Forces. Illus.
Since 2003, the Future Combat System (FCS) program has been the centerpiece of the Army's efforts to transition to a lighter, more agile, and more capable combat force. In 2009, however, concerns over the program's performance led to the Secretary of Defense's decision to significantly restructure and ultimately cancel the acquisition program. As a result, the Army is outlining a new approach to ground force modernization. This statement outlines the Army's preliminary post-FCS actions and identifies the challenges DoD and the Army must address as they proceed. The report on which it is based emphasizes the December 2009 decision to begin low-rate initial production for Increment 1 of the Brigade Combat Team Modernization. Illustrations.
The DoD is the fed. government¿s largest purchaser of contractor-provided services, obligating more than $207 billion in FY 2009. The Nat. Defense Author. Act for FY 2008 directed DoD to issue guidance providing for independent management reviews for services acquisitions. The Act required that the guidance provide a means to evaluate specific contracting issues. This report: (1) assessed the extent to which DoD¿s guidance addressed the Act¿s requirements and how the guidance was implemented; and (2) determined the status of actions taken by the military departments pursuant to DoD¿s guidance. The report obtained data on the number of reviews conducted as of Sept. 2009; and analyzed memoranda of 29 acquisitions valued at over $1 billion.
Assesses the annual progress the Missile Defense Agency (MDA) made in developing and fielding the Ballistic Missile Defense System. Also assessed MDA's progress toward improving accountability and transparency in agency operations, mgmt. processes, and its acquisition strategy. To accomplish this, the auditor reviewed asset fielding schedules, test plans and reports, as well as pertinent sections of DoD policy to compare MDA's current level of accountability with that of other DoD programs. The FY 2009 assessment of MDA's cost, schedule, and performance progress is more limited than previous assessments because MDA removed key components of schedule and performance goals from its annual report of goals.
This report examines how well DoD is planning and executing its weapon acquisition programs. The report includes: (1) an analysis of the overall performance of DoD's 2008 portfolio of 96 major defense acquisition programs and a comparison to the portfolio performance at two other points in time -- 5 years ago and 1 year ago; (2) an analysis of current cost and schedule outcomes and knowledge attained by key junctures in the acquisition process for a subset of 47 weapon programs -- primarily in development -- from the 2008 portfolio; (3) data on other factors that could impact program stability; and (4) an update on changes in DoD's acquisition policies. Includes a one- or two-page assessment of 67 weapon programs. Illustrations.
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.