Tag Archives: John Higbee

Defense AT&L: May – June 2015


To print a full copy of this issue, click here. PDFs for individual articles can be printed from the articles themselves.


To print a full copy of this issue, click here. PDFs for individual articles can be printed from the articles themselves.

Becoming a “Chaosmeister”


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Author: John Higbee

“These are the times that try [our] souls.” What was said in Revolutionary War times seems as apt today. Resources are shrinking. Our workforce is changing significantly with the departure of the baby boomers. The warfighter’s needs are in great flux, creating instability in Department of Defense (DoD) and military Services requirements. The gulf between Congress and the Executive Branch continues to widen, causing inconsistent direction and uncoordinated oversight. Industry is changing how it works with DoD, adding to the turmoil. Defense acquisition, always a tough job, is getting tougher.

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Calling on Mission Assistance


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Authors: John Higbee and Jesse Stewart

At the Defense Acquisition University, we spend a lot of time with incoming program managers (PMs) as they attend their courses, and help them plan strategies for achieving their acquisition goals. What’s not as well known is that we also spend a lot of time in the workplace with PMs and their program teams, collaborating with them to solve issues and to capitalize on opportunities. Based on that experience, we would like to share some of the insights we’ve gained from these collaborations. We’ll start with a short laydown of one of our core program assist tools, the Acquisition Program Transition Workshop (APTW), and follow that with insights gained from APTWs and other interactions.

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DAU Mission Assistance A Less-Familiar Tool In the Acquisition Tool Kit


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Author: John Higbee, Duane Mallicoat, Rob Tremaine, and Tom VandenBerg

Today’s acquisition environment is complex. Aside from the many technical challenges associated with developing new capabilities, shrinking DoD budgets are creating extraordinary acquisition pressures. Not surprisingly, these shrinking budgets demand a program manager’s constant vigilance. Add this to the challenges of maturing and fielding tomorrow’s technology in parallel with dynamic statute, policy, and process changes, and it’s easy to see why a program manager (PM) assignment is one of the most challenging jobs in the Defense Acquisition Workforce.

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