Professionalization of the U.S. Defense Acquisition Workforce: Progress, Problems and Future Directions

This paper provides a discussion on the professionalization of the U.S. defense acquisition workforce. Recent legislation and its impact on education, training, and experience requirements are first discussed. Problems in professionalizing the workforce are identified, such as accurately defining the workforce, developing and accessing workforce data, and effectively recruiting and retaining the workforce. The current challenges to managing the acquisition workforce include the loss of retirement-eligible personnel, understanding the differences in workforce generations, and the depleting U.S. workforce pool with increasing competition for talent. Finally, a discussion on the future of the acquisition workforce is provided by looking at the human capital strategy and identifying generational differences in new entrants to the workforce. The paper concludes by proposing that the defense acquisition system will continue to be reformed, and the acquisition workforce will need to continue to reflect the changing knowledge, skills, and abilities needed to manage defense acquisition programs

A CMS‐Based Competency Assessment of the DoD Contracting Workforce

Excerpt from the Proceedings of the Nineteenth Annual Acquisition Research SymposiumIn April 2020, the DoD senior procurement executives established a new contracting competency model and a single level of certification program for the DoD contracting workforce. The new competency model is based on the National Contract Management Association (NCMA) Contract Management Standard (CMS). This new DoD contracting competency model complies with the requirement in Section 861 of the Fiscal Year 2020 National Defense Authorization Act (NDAA) to base a professional certification on standards developed by a third-party accredited program. The purpose of this research is to conduct a competency assessment on a sample of the DoD contracting workforce using the NCMA CMS. This research will answer the following question: Based on the competency assessment results, in which contract management competencies is the workforce less proficient and less knowledgeable? Based on the competency assessment results, recommendations for competency development are provided to the assessed organization.Approved for public release; distribution is unlimited

A CMS‐Based Competency Assessment of the DoD Contracting Workforce

Symposium PresentationApproved for public release; distribution is unlimited

A CMS‐Based Competency Assessment of the DoD Contracting Workforce

Contract Management / Faculty ReportAcquisition Research Program Sponsored Report SeriesSponsored Acquisition Research & Technical ReportsIn April 2020, the DoD senior procurement executives established a new contracting competency model and a single level of certification program for the DoD contracting workforce. The new competency model is based on the National Contract Management Association (NCMA) Contract Management Standard (CMS). This new DoD contracting competency model complies with the requirement in Section 861 of the FY2020 NDAA to base a professional certification on standards developed by a third-party accredited program. The purpose of this research is to conduct a competency assessment on a sample of the DoD contracting workforce using the NCMA CMS. This research will answer the following question: Based on the competency assessment results, in which contract management competencies is the workforce less proficient and less knowledgeable? Based on the competency assessment results, recommendations for competency development is provided to the assessed organization.Approved for public release; distribution is unlimited

Public Procurement Policy: Implications for Theory and Practice

This paper proposes a conceptual framework for the study of public procurement policy. It reviews policy-related writings by public procurement scholars and assesses these works from the perspective of their contributions to generalized understandings of public procurement policy. Selected tools and concepts from the policy sciences are applied to propose a model to illuminate unique aspects of public procurement policy in ways that will facilitate its study. The paper concludes by discussing some recent actions, trends, and issues from the U.S defense procurement sector in terms of the framework. Models such as the one proposed in this paper will contribute to enhanced approaches to procurement policy analysis by scholars, as well as to informed and sophisticated policy implementation by practitioners

Assessment of Army Contracting Command's contract management processes

This research builds upon the emerging body of knowledge on contract management workforce competence and organizational process capability. In 2003, the Contract Management Maturity Model (CMMM) was first developed for the purpose of assessing Department of Defense (DoD) and defense contractor organizational contract management process capability. The CMMM has been previously applied at Air Force, Army, Navy, and defense contractor organizations. During the period between 2008 and 2009, assessments were conducted at three specific Army Contracting Command (ACC) contracting centers using the CMMM. These organizations included the Army Aviation and Missile Command (AMCOM) Contracting Center, Joint Munitions and Lethality (JM&L) Contracting Center, and the National Capital Region (NCR) Contracting Center. The primary purpose of this paper is to summarize the assessment ratings, analyze the assessment results in terms of contract management process maturity, and discuss the implications of these assessment results for process improvement and knowledge management opportunities. This paper will also provide insight on consistencies and trends from these assessment results to DoD contract management. Finally, this paper will discuss these assessment results in an attempt to characterize the current state of practice of contract management within the Army Contracting Command.Acquisition Program, Graduate School of Business & Public Policy, Naval Postgraduate School.Approved for public release; distribution is unlimited

Analysis of Modular Open Systems Approach (MOSA) implementation in Navy Acquisition Programs

This research attempts to use the Navy Enterprise Open Architecture Assessment Tool (OAAT) findings as a method for analyzing the US Navy's implementation of a Modular Systems Approach (MOSA) in its weapon systems acquisition programs. The purpose of this research paper to provide a preliminary analysis of assessments conducted on Navy weapon system acquisition programs using the Navy Enterprise Open Architecture Assessment Tool (OAAT). The OAAT is used to assess a weapon system's degree of openness in terms of the open architecture maturity of that specific weapon system program and its systems. Openness refers to both business and technical characteristics of weapon systems that support modular design, interoperability, and commercial standards. A higher degree of openness both supports weapon system programs in terms of competition for development and support, as well as facilitates rapid technology insertion. Although the number of weapon system programs and system assessments analyzed in this research are minimal, this paper does provide some preliminary conclusions on the Navy's implementation of a Modular Systems Approach (MOSA) in its weapon systems acquisition programs.Approved for public release; distribution is unlimited

Contract Management Process Maturity: Empirical Analysis of Organizational Assessments

Sponsored Report (for Acquisition Research Program)This research builds upon the emerging body of knowledge on contract management workforce competence and organizational process capability. In 2003, the Contract Management Maturity Model (CMMM) was first developed for the purpose of assessing an organization''s contract management process capability. Specifically developed for the Department of Defense''s (DoD) contracting agencies and defense industry partners, the CMMM has been applied at Air Force, Army, Navy, and defense industry organizations. During the period between 2007 and 2009, assessments were conducted at Army, Navy, Air Force, and joint DoD contracting organizations using the CMMM. These organizations included the Army Aviation and Missile Command, Naval Air Systems Command, Air Force Logistics Center, and the US Transportation Command. The primary purpose of this paper is to summarize the assessment ratings, analyze the assessment results in terms of contract management process maturity, discuss the implications of these assessment results for process improvement and knowledge management opportunities, and provide insight on consistencies and trends from these assessment results to DoD contract management. This paper also discusses these assessment results in an attempt to characterize the current state of contract management practice within the Department of Defense.Naval Postgraduate School Acquisition Research ProgramApproved for public release; distribution is unlimited

Assessment of Navy contract management processes

This research builds upon the emerging body of knowledge on contract management workforce competence and organizational process capability. In 2003, the Contract Management Maturity Model (CMMM) was first developed for the purpose of assessing Department of Defense (DoD) and defense contractor organizational contract management process capability. The CMMM has been previously applied at Air Force, Army, Navy, and defense contractor organizations. Specific to the Navy, assessments were conducted at three Navy contracting centers using the CMMM. These organizations included the Naval Air Systems Command (NAVAIR), Naval Sea Systems Command (NAVSEA), and the Naval Supply Systems Command (NAVSUP). The primary purpose of this paper is to summarize the assessment ratings, analyze the assessment results in terms of contract management process maturity, and discuss the implications of these assessment results for process improvement and knowledge management opportunities. This paper also provides insight on consistencies and trends from these assessment results to DoD contract management. Finally, this paper discusses these assessment results in an attempt to characterize the current state of practice of contract management within the U.S. Navy.Naval Postgraduate School Acquisition Research ProgramApproved for public release; distribution is unlimited