Beyond A-76: How to Achieve the Goals without the Pain

The Department of Defense has determined that Outsourcing and Privatization is key to reducing operating costs and subsequently providing the fiscal dollars necessary to modernize the U.S. Armed Forces. In an effort to achieve this goal, the DoD has mandated that the Air Force study at least 5% of its manning positions for possible conversion to contract. This mandate effects over 200,000 positions throughout the department. Office of Management and Budget (OMB) Circular, Number A-76, Performance Of Commercial Activities dictates the process used to study the appropriateness of these conversions. This thesis explores the usefulness and applicability of this process, commonly referred to as A-76. More specifically, this researcher\u27s goal is to determine if the current process is the most effective and efficient way to accomplish the goals of reducing the Department of Defense operating costs. This thesis explores recent A-76 studies and other strategic and competitive sourcing issues to determine how to drive down cost most effectively

Summary of Research 1998, Department of National Security Affairs

The views expressed in this report are those of the authors and do not reflect the official policy or position of the Department of Defense or the U.S. Government.This report contains summaries of research projects in the Department of National Security Affairs. A list of recent publications is also included which consists of conference presentations and publications, books, contributions to books, published journal papers, technical reports, and thesis abstracts

Defense Acquisition and Budgeting: Investigating the Adequacy of Linkage Between Systems

In this article we assess evidence and test the hypothesis that the complicated architecture and processes of national defense planning, programming, budgeting and execution and the defense acquisition decision system produce system linkage weaknesses that lead to unintended and negative consequences for defense acquisition and procurement. The purpose of this article is to identify key points of linkage weakness and failure between DOD financial management and acquisition decision systems, and then suggest how reengineering and realignment might be approached to resolve some of these problems. We first describe the key components of the defense planning, program, budgeting and execution system (PPBES) decision process. We then provide an analysis of recent changes to PPBES. Next, we describe the defense acquisition system (DAS) in detail. Then, relying on independent assessment of system relationships and data gathered from interviews with system participants, we identify systems linkages and areas of misalignment between the PPBES and the DAS. Finally, we provide conclusions with respect to our hypothesis and analysis of consequent key problems and issues to be addressed by top level DOD leadership

Defense Acquisition and Budgeting: Investigating the Adequacy of Linkage Between Systems

In this article we assess evidence and test the hypothesis that the complicated architecture and processes of national defense planning, programming, budgeting and execution and the defense acquisition decision system produce system linkage weaknesses that lead to unintended and negative consequences for defense acquisition and procurement. The purpose of this article is to identify key points of linkage weakness and failure between DOD financial management and acquisition decision systems, and then suggest how reengineering and realignment might be approached to resolve some of these problems. We first describe the key components of the defense planning, program, budgeting and execution system (PPBES) decision process. We then provide an analysis of recent changes to PPBES. Next, we describe the defense acquisition system (DAS) in detail. Then, relying on independent assessment of system relationships and data gathered from interviews with system participants, we identify systems linkages and areas of misalignment between the PPBES and the DAS. Finally, we provide conclusions with respect to our hypothesis and analysis of consequent key problems and issues to be addressed by top level DOD leadership

Estimating the ROI on an ERP for Naval aviation operations using market comparables

U.S. Navy aviation squadrons conduct a variety of flight operations in peace and wartime environments. At the heart of these operations is the flight scheduling that occurs to command and control the squadron's assets to ensure the actors and processes carry out the squadron's operations seamlessly and meet the squadron's mission requirements. This research and case study demonstrates how the Knowledge Value Added Methodology (KVA) and Business Process Reengineering (BPR) can be applied to these processes to analyze the performance and effectiveness of a Navy squadron's operations and maintenance departments. By analyzing the outputs of the sub processes involved at the squadron level in common units of change, a price per unit of output can be generated to allocate both cost and revenue at the sub process level. With this level of financial detail, a return on investment (ROI) analysis can be conducted for each process and the changes that occur to the processes when reengineering. A determination can then be made as to what level of reengineering if any should occur to the system to maximize ROI and what types of reengineering such as reducing costs, increasing value or implementing IT resources into the processes.http://archive.org/details/estimatingroionn109452556Approved for public release; distribution is unlimited

Army Information Technology Procurement: a Business Process Analysis

This thesis presents a business process analysis of the Army\u27s ICT procurement system. The research identified several inefficiencies and proposes several potential solutions. the contributions of this research include a unified taxonomy, a method to prioritize requests, and system architecture products for development of an automated and sustainable collaboration interface for the CIO/G6 to streamline their IT acquisition process. Development of a centralized system would reduce waste in the request process from submission to formal accounting, hasten the movement of requests between stakeholders, maintain a digital signature authorization for each approval authority, provide a reporting database to recognize reprogramming thresholds, and deliver relevant metrics and analysis to help inform the Army\u27s IT resourcing decisions

Defense Travel System: Implementation Challenges Remain

A letter report issued by the Government Accountability Office with an abstract that begins "In 1995, the Department of Defense (DOD) began an effort to implement a standard departmentwide travel system--the Defense Travel System (DTS). GAO has made numerous recommendations aimed at improving DOD management, oversight, and implementation of DTS. GAO was asked to (1) assess the actions DOD has taken to implement GAO's prior recommendations; (2) determine the actions DOD has taken to standardize and streamline its travel rules and processes; (3) determine if DOD has identified its legacy travel systems, their operating costs, and which of these systems will be eliminated; and (4) report on DOD's costs to process travel vouchers manually and electronically. To address these objectives, GAO (1) obtained and analyzed relevant travel policies and procedures, and documents related to the operation of DTS and (2) interviewed appropriate DOD and contractor personnel.

Putting Teeth into Open Architectures: Infrastructure for Reducing the Need for Retesting

Proceedings Paper (for Acquisition Research Program)The Navy is currently implementing the open-architecture framework for developing joint interoperable systems that adapt and exploit open-system design principles and architectures. This raises concerns about how to practically achieve dependability in software-intensive systems with many possible configurations when: 1) the actual configuration of the system is subject to frequent and possibly rapid change, and 2) the environment of typical reusable subsystems is variable and unpredictable. Our preliminary investigations indicate that current methods for achieving dependability in open architectures are insufficient. Conventional methods for testing are suited for stovepipe systems and depend strongly on the assumptions that the environment of a typical system is fixed and known in detail to the quality-assurance team at test and evaluation time. This paper outlines new approaches to quality assurance and testing that are better suited for providing affordable reliability in open architectures, and explains some of the additional technical features that an Open Architecture must have in order to become a Dependable Open Architecture.Naval Postgraduate School Acquisition Research ProgramApproved for public release; distribution is unlimited

A comparative history of Department of Defense Management reform from 1947 to 2005

MBA Professional ReportThe purpose of this MBA Project is to document and analyze the history of management reform within the Department of Defense from 1947 through the present day based on the annual reports of the Secretaries of Defense to the Congress. Since its inception in 1947, the Department of Defense has undergone nearly constant management reforms. It appears that each administration attempts to introduce some type of management reform agenda to improve the Department of Defense business processes and incorporate recent management ideas from the business community. Some of the changes are real and significant; others are changes in name only. Through analysis of annual reports of the Secretaries of Defense, a compilation of significant management reforms was created for each secretary. These reforms were analyzed and compared to one another to identify both general trends and truly unique changes in management practices. Ultimately, this analysis will help distinguish the relative significance in the management reform effort of both the individual secretaries and the specific reform initiatives.http://archive.org/details/acomparativehist1094510068US Marine Corps (USMC) authors.Approved for public release; distribution is unlimited

Defense Transportation: DOD Needs a Comprehensive Approach to Planning for Implementing Its New Personal Property Program

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Defense (DOD) has been working to improve its personal property program since the mid-1990s to fix long-standing problems, such as excessive loss or damage to servicemembers' property and poor quality of service from moving companies. DOD plans to replace its current program with Families First, a program that promises to offer servicemembers an improved claims process and quality of service. GAO was mandated to (1) assess the steps DOD has taken to achieve the goals and benefits of the Families First program; (2) evaluate the growth in costs of the program, including the costs for a new information management system, since GAO's last assessment in 2003; and (3) assess the extent to which DOD faces management challenges--such as staffing--in implementing Families First. To address these objectives, GAO analyzed DOD's program, funding and staffing data, and interviewed personal property officials and stakeholders.