Tag Archives: May 2013

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Defense AT&L: May – June 2013


To print a PDF copy of this issue, click here. Individual articles can be printed from the posts themselves.


To print a PDF copy of this issue, click here. Individual articles can be printed from the posts themselves.
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The Original Better Buying Power—David Packard Acquisition Rules 1971


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Author: Frank Kendall, The Under Secretary of Defense for Acquisition, Technology and Logistics

Frank KendallIn this article, I thought I would give us all a break from our budget woes, sequestration, and continuing resolutions—issues I hope will be resolved before this goes to print.

In 1971, I graduated from West Point. This was also the same year that David Packard, the Packard in Hewlett Packard, who was then the Deputy Secretary of Defense (there was no Under Secretary for Acquisition), published his rules for Defense Acquisition. I wouldn’t say there has been nothing new under the sun since then, but some things do endure.

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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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Bridging the Gap Dedicated Technology Transition Programs Accelerate Technology Adoption


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Author: Brad Pantuck

Dedicated technology transition programs can be highly effective and efficient at moving technologies across the “valley of death” from technology providers to acquisition. The programs that work best do this by facilitating alignment among the key stakeholders (developers, acquisition officials, resource sponsors, and users) and requiring a short timeline for completion, typically 2 or 3 years. By implementing these and a few other best
practices, dedicated transition programs can produce high success rates that are essential for our nation to keep its technical edge and save operational costs during a period of constricting budgets.

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Contract Oversight in a Contingency Environment We Bought It, You Own It


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Author: Maj. James E. Thomas, USAF

During my latest deployment in Afghanistan, I led a Joint office consisting of Air Force, Army and Navy personnel (active duty, reservists, Defense Department civilians, and contractors) as NATO Training Mission-Afghanistan/Combined Security Transition Command-Afghanistan’s (NTM-A/CSTC-A)) Contract Management Oversight (CMO) Office.

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Determining the Probable Cost


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Author: Anthony J. Nicolella

Your organization has just issued a Request for Proposal (RFP), and, in response, you have received several proposals. In your RFP, you stated that the government was contemplating the award of a cost-reimbursement contract.

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Leading Complex Projects in the DoD


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Author: Steven R. Meier, Ph.D.

Many of today’s projects require novel approaches to handle increased complexity and large uncertainty. Complex projects are both difficult and challenging even for the most seasoned project managers. Leading these types of projects requires a versatile skill set, the ability to manage the unforeseen, and a strategic vision. Complex projects require more than just management; they require leadership.

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The Need for Agile Program Documentation

Author: LTC T.J. Wright, USA

The past decade has brought much change for warfighters, necessitating new materiel solutions to ensure our soldiers have what they need to accomplish the mission. Over the course of the last 10 years, doctrine, strategy, operations, tactics, techniques, procedures, as well as the threat and battlefield environments have changed significantly.

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The Acquisition Community and Engineering Expertise Development


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Author: Robert Galway

Acquisition community members are part of a team tasked with making affordable and operationally effective procurement decisions for the Department of Defense (DoD). To achieve this goal, workforce engineers and engineering teams must have and maintain a well-balanced skill set that includes an understanding of government acquisition policies and technical skills that provide the level of expertise required for their role in the acquisition process.

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Coaching for Better (Software) Buying Power in an Agile World


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Author: Martin Brown

On Nov. 13, 2012, Under Secretary of Defense for Acquisition, Technology and Logistics Frank Kendall unveiled his guidance for improving efficiency and productivity under the Better Buying Power initiative. Better Buying Power 2.0 (BBP 2.0) identifies 36 initiatives under seven focus areas with all being applicable to the acquisition of software and systems.

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