To print a PDF version of this article, click here.
Author: Adedeji B. Badiru
This article is primarily a research-provoking exposition against the management approach used in the 2013 government furlough program. It is intended to prompt potentially productive research investigations on the impact of personnel furloughs, particularly on defense acquisition programs. Defense acquisition programs are time-sensitive and systems-oriented. What appears as a minor delay in one unit of an acquisition life cycle can lead to long-term encumbrances within the entire defense system, resulting in enormous cost escalation. Pertinent analytical techniques/methodologies are provided to illustrate potential pathways for further research studies of furloughs and how they adversely impact organizational productivity. The author’s intent is to provoke research so that future furloughs can be better conceived, planned, executed, and managed—or avoided altogether.
This year’s David Packard awards for Excellence in Acquisition and a new Better Buying Power Efficiency award were presented Nov. 2 at the Pentagon by The Honorable Leon Panetta, secretary of defense, joined by The Honorable Frank Kendall, under secretary of defense for acquisition, technology and logistics.
Authors: Ivar Oswalt, Tim Cooley, William Waite, Elliot Waite, Steve “Flash” Gordon, Richard Severinghaus, Jerry Feinberg, and Gary Lightner
As budgets decrease, it becomes increasingly important to determine the most effective ways to invest in modeling and simulation (M&S). This article discusses an approach to comparing different M&S investment opportunities using a return on investment (ROI)-like measure. The authors describe methods to evaluate “benefit” (i.e., increased readiness, more effective training, etc.) received from an investment and then use those metrics in a decision analysis framework to evaluate each M&S expenditure. Finally, they conclude by discussing the importance of viewing M&S investments from a Department of Defense (DoD) Enterprise view, evaluating investment over multiple years, measuring well-structured metrics, and using those metrics in a systematic way to produce an ROI-like result that DoD can use to evaluate and prioritize M&S investments.