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Accession Number ADA591931
Title Using Leading Indicators to Improve DoD Acquisitions.
Publication Date Oct 2013
Media Count 75p
Personal Author J. S. Gansler W. Lucyshyn
Abstract Leading indicators can help the Department of Defense (DoD) achieve product development success by drawing attention to essential elements that are automatically controlled within the commercial sector -- and are thus often overlooked by the DoD. We note that the use of any cost control approach requires a trained and experienced acquisition workforce. The workforce must have sufficient understanding of industry behavior and incentives to achieve the desired results. We have derived several features of product development that we believe can inform the creation of meaningful leading indicators. We contend that these indicators can be used in two distinct ways. First, the use of indicators will ensure that fewer programs will begin development on a weak case, thus avoiding a costly, though all too common, mistake -- initiating a program that should have not been started. Second, the use of leading indicators will provide program managers with earlier warnings of impending difficulties as a program progresses, which program managers can take into account to correct minor difficulties before they become costly revisions. We describe several indicators in this report: Initial Program Requirements, Technology Readiness, Senior Leadership, Program Managers, Supporting Staff, Requirements Volatility, Contract Changes, Budget Stability, Funding Flexibility, and Manufacturing Readiness.
Keywords Acquisition reform
Commercial sector product development
Contracts
Cost as an independent variable
Cost controls
Cost growth
Cost-driven approach
Costs
Department of defense
Evm(Earned value management)
Indicators
Knowledge-based development
Leadership
Leading indicators
Management personnel
Management planning and control
Manufacturing
Metrics
Military budgets
Military procurement
Monitoring
Nunn-mccurdy amendment
Nunn-mccurdy breaches
Pre-milestone b
Preparation
Product development
Product quality
Program performance
Progress indicators
Project management
Quality
Requirements
Sars(Selected acquisition reports)
Schedule adherence
Schedule delays
Scheduling
Should-cost/will-cost approach
Target costing
Warning systems


 
Source Agency Non Paid ADAS
NTIS Subject Category 70B - Management Practice
96 - Business & Economics
74 - Military Sciences
74E - Logistics, Military Facilities, & Supplies
Corporate Author Maryland Univ., College Park. Center for Public Policy and Private Enterprise.
Document Type Technical report
Title Note Research rept.
NTIS Issue Number 1411
Contract Number N/A

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