Authors: Robin Brown, Jim Davis, Mark Dobson, Duane Mallicoat
“Captain’s log, star date 2821.5. On route to Makus III with a cargo of medical supplies. Our course leads us past Murasaki 312, a quasar-like formation. Vague, undefined, a priceless opportunity for scientific investigation. On board is Galactic High Commissioner Ferris, overseeing the delivery of the medicines to Makus III.”
Authors: Lynnetta Babuchiwski, Matthew Wilkinson, Kelli Coon, Mike Kotzian, and Duane Mallicoat
Even though Benjamin Franklin first voiced this well-known adage in the 1700s, the message remains relevant in today’s time of increased program scrutiny. For acquisition programs, the relevancy is clear as a program’s “health” is assessed continually across four interdependent factors: cost, schedule, performance and risk. In the context of Franklin’s adage, a program office measures “time” through the schedule factor.
Authors: Capt. Robert Farmer, Capt. Keith Nixon, Capt. Brian Jacobs, Cmdr. Craig Owen, Aubrey Dennis, Michael Berkin, Roy Lancaster, Tim Simpson, and Duane Mallicoat
When assessing the strength of today’s Department of Defense (DoD) weapon systems, affordability is just as important as performance. Acquisition leadership is not focused only on determining whether a weapon system is affordable in the development and production phases but, more important, in sustainment, where 70 percent of programs’ life-cycle costs are borne. History has shown that operations and support (O&S) costs are more likely to exceed projections than to come in under their budgeted level. Controlling and reducing weapon system sustainment has proven difficult and is quickly becoming one of Naval Aviation’s top priorities.
Authors: Cmdr. Mark Nieto, Ann Wood, Mike Kotzian, and Duane Mallicoat
Did you know that an 18-year-old is fixing a $55 million aircraft on the flight deck of an aircraft carrier at night, with rolling seas and salt spray shooting across the flight deck? Did you know that a 20-year-old is on deployment in Afghanistan maintaining an aircraft that just landed in a sandstorm? And, finally, did you know that a South Korean aerospace company is performing scheduled depot maintenance on U.S. Marine Corps helicopters?
Authors: Karon Curry, Rob Tremaine, Tom VandenBerg, and Duane Mallicoat
What is DAU Consulting? Consulting comes in hundreds of forms and there are just as many insightful books on the subject, but consulting has one common purpose: to help organizations achieve their intended objectives by identifying any barriers that could be creating any interference. Understanding the Defense Acquisition University’s consulting process requires a basic understanding of DAU’s consulting origins, which started more than 20 years ago. It took root during DAU’s major transformation with the creation of the Performance Learning Model (PLM).
Authors: Capt. Fred Hepler, USN, Mike Kotzian, and Duane Mallicoat
The challenges facing an acquisition Program Management Office (PMO) team are endless. With the charge to navigate an acquisition process that typically has innumerable moving parts at any one time—and all with a very thin margin of error in terms of meeting cost, schedule, performance, and affordability goals—every PMO team must be effective and adaptable across all phases of the acquisition process. Adding to this complexity is the PMO team’s need to interface and coordinate with various key stakeholders and, potentially, some geographically dispersed organizational supporting sites.
Authors: Capt. Paul Overstreet, USN, Bradley Bates, and Duane Mallicoat
A common theme within today’s Department of Defense (DoD) acquisition community is the importance of competition in reducing technical and cost risks, and in ensuring that a program’s technology solution is mature enough based on where the program is located within the acquisition framework. To emphasize how foundational the concept of competition is in today’s acquisition environment, a program’s ability to “promote real competition” is one of the five major areas comprising DoD’s Better Buying Power initiative identified to improve organizational and program efficiencies.
Authors: Mindy Rash-Gehres, Jerry Decker, Mike Kotzian, Duane Mallicoat, Tim Simpson, and Robert Landry
Members of the Department of Defense (DoD) acquisition workforce are very familiar with the “S-curve” that describes a weapon system’s life-cycle costs; they also know that approximately 60 percent to 70 percent (or more) of a weapon system’s life-cycle costs are typically associated with day-to-day operations and support (O&S) costs. In other words, O&S costs comprise more than half the total ownership cost (TOC) of most programs, and for this reason O&S costs have become the target of many proposed savings initiatives. One projected savings area within the O&S budget is “better inventory management.” Inventory management is the focus of this article—in particular, the efforts of the Naval Surface Warfare Center (NSWC) Explosive Ordnance Disposal Technology Division (EODTECHDIV), Indian Head, Md.
Authors: Jorge Hernandez, Mike Kotzian, and Duane Mallicoat
The insidious threat posed by chemical, biological, radiological, and nuclear (CBRN) weapons has significantly changed how U.S., allied, and coalition forces must now prepare for joint operations. CBRN survivability has become a game-changer in a way that no other threat has. To formalize the growing importance of this capability, the DoD modified an existing policy (DoD Instruction 5000.02, Operation of the Defense Acquisition System) and developed a new policy (DoD Instruction 3150.09, The CBRN Survivability Policy) to better ensure that program offices address CBRN defense requirements as early as possible in a weapon system’s acquisition life cycle. These policies provide top-level guidance for weapon systems that are expected to survive and execute missions in a CBRN environment.
Authors: Rear Adm. (Select) CJ Jaynes, Tim Simpson, Duane Mallicoat, James Francisco, Worth Mizell, and Daniel Cikovic
For most weapon system program management offices (PMOs), dealing with cost, schedule, and technical trade-offs is a way of life. Although research, development, test and evaluation, and procurement costs tend to garner the attention, 60 to 70 percent of a weapon system’s life cycle costs are associated with day-to-day operations and support (O&S) costs.