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This chart is a classroom aid for Defense Acquisition University students. It provides a notional illustration of the interfaces among the three major decision support systems used to develop, produce, and field a system for national defense.
The objective of this thesis is to conduct a thorough analysis of the documentation and policy that currently exists within the Department of Defense (DoD) framework. There are numerous gaps within this documentation pertaining to Human Systems Integration (HSI) in the Integrated Defense Acquisition, Technology, and Logistics (IDAT & L) Life Cycle. The U.S. Navy currently implements HSI at different stages throughout the Life Cycle, but it lacks continuity throughout the entire process. A detailed analysis of the IDAT & L framework can potentially aid in redefining how the Navy should address HSI, by identifying areas where HSI policies and guidelines should exist, but currently do not (i.e., gaps), and then proposing ways to close those gaps and streamline the HSI process as a whole throughout the Navy. This thesis suggests a potential, strengthened framework for HSI in the Navy, based on the information and findings gathered from not only the current framework, but also current Navy policies. The outcome of this thesis is to improve the entire HSI process throughout the Navy and help ensure that HSI is used effectively throughout the acquisition process.
This tenth edition of Introduction to Defense Acquisition Management is designed to be both an introduction to the world of defense systems acquisition management for the newcomer and a summary-level refresher for the practitioner who has been away from the business for a few years. It focuses on Department of Defense-wide management policies and procedures, not on the details of any specific defense system. CHAPTER 1 - BASICS * Definitions * The Role of Congress, the Executive Branch, and Industry in Defense Acquisition * Executive Branch * Legislative Branch * American Industry * Successful Defense Acquisition Program * Authority for the Defense Acquisition System * Public Law * Executive Direction * Chapter 2 - THE ACQUISITION ENVIRONMENT * Defense Systems Acquisition in the 21st Century * Improving How DoD Does Business * Initiatives to Improve Defense Acquisition * Chapter 3 - PROGRAM MANAGEMENT IN DEFENSE ACQUISITION * Program Management * Program Manager * Program Manager's Perspective * Why is Program Management Used in Defense Acquisition? * Integrated Product and Process Development * The Program Manager and Integrated Product Teams * Chapter 4 - DEPARTMENT OF DEFENSE ACQUISITION POLICY * Department of Defense Directive 5000.01 * Department of Defense Instruction 5000.02 * Three Major Decision-Support Systems * Acquisition Categories * DoD Space Systems Acquisition Process * Defense Acquisition Portal * Chapter 5 - DEFENSE ACQUISITION MANAGEMENT: KEY PERSONNEL AND ORGANIZATIONS * Background * Packard Commission * Defense Management Review * Program Executive Officers * Acquisition Program Reporting * Component Acquisition Executives * Component Chief Information Officers * Direct-Reporting Program Managers * Under Secretary of Defense for Acquisition, Technology and Logistics * Defense Acquisition Board * Information Technology Acquisition Board * Joint Intelligence Acquisition Board * Joint Requirements Oversight Council * Integrated Product Teams * Component-Level Oversight * Chapter 6 - DETERMINING JOINT WARFIGHTING NEEDS * The JCIDS Process and Acquisition Decisions * Identifying Needed Capabilities * The Sponsor * Joint Potential Designators * Functional Capability Boards * Gatekeeper * Interoperability * Testing of C4I Interoperability Requirements * Chapter 7 - DEFENSE ACQUISITION MANAGEMENT SYSTEM * Acquisition Life Cycle * Technological Opportunities and User Needs * Entrance and Exit Criteria * Evolutionary Acquisition * Milestones and Phases * Acquisition Strategy Considerations * Pre-Systems Acquisition * Systems Acquisition * Key Activities * Chapter 8 - THE RESOURCE ALLOCATION PROCESS * Phase I: Planning, Programming, Budgeting, and Execution Process * Phase II: Enactment * Phase III: Apportionment * Phase IV: Execution
Management Information Systems provides comprehensive and integrative coverage of essential new technologies, information system applications, and their impact on business models and managerial decision-making in an exciting and interactive manner. The twelfth edition focuses on the major changes that have been made in information technology over the past two years, and includes new opening, closing, and Interactive Session cases.
Industrial revolutions have impacted both, manufacturing and service. From the steam engine to digital automated production, the industrial revolutions have conduced significant changes in operations and supply chain management (SCM) processes. Swift changes in manufacturing and service systems have led to phenomenal improvements in productivity. The fast-paced environment brings new challenges and opportunities for the companies that are associated with the adaptation to the new concepts such as Internet of Things (IoT) and Cyber Physical Systems, artificial intelligence (AI), robotics, cyber security, data analytics, block chain and cloud technology. These emerging technologies facilitated and expedited the birth of Logistics 4.0. Industrial Revolution 4.0 initiatives in SCM has attracted stakeholders’ attentions due to it is ability to empower using a set of technologies together that helps to execute more efficient production and distribution systems. This initiative has been called Logistics 4.0 of the fourth Industrial Revolution in SCM due to its high potential. Connecting entities, machines, physical items and enterprise resources to each other by using sensors, devices and the internet along the supply chains are the main attributes of Logistics 4.0. IoT enables customers to make more suitable and valuable decisions due to the data-driven structure of the Industry 4.0 paradigm. Besides that, the system’s ability of gathering and analyzing information about the environment at any given time and adapting itself to the rapid changes add significant value to the SCM processes. In this peer-reviewed book, experts from all over the world, in the field present a conceptual framework for Logistics 4.0 and provide examples for usage of Industry 4.0 tools in SCM. This book is a work that will be beneficial for both practitioners and students and academicians, as it covers the theoretical framework, on the one hand, and includes examples of practice and real world.