Air Force Management of the Defense Acquisition Workforce Development Fund

Air Force Management of the Defense Acquisition Workforce Development Fund PDF

Author: John A. Ausink

Publisher:

Published: 2016

Total Pages: 0

ISBN-13: 9780833094209

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"Since the establishment of the Defense Acquisition Workforce Development Fund (DAWDF), the U.S. Air Force's Director of Acquisition Career Management (DACM) has received funds sufficient to pay for all initiatives that satisfy DAWDF criteria. Recognizing that this will not always be the case, DACM asked the RAND Corporation to develop a decision framework to help prioritize DAWDF initiatives and ensure that the funds are used effectively"--Back cover.

Defense Acquisition Workforce

Defense Acquisition Workforce PDF

Author: John K. Needham

Publisher: DIANE Publishing

Published: 2011-04

Total Pages: 47

ISBN-13: 1437942091

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The Pres. has announced his intention to improve the acquisition process, particularly given the half a trillion dollars the fed. gov¿t. spent in FY 2009 on acquiring goods and services. The DoD spent $384 billion in FY 2009 on goods and services -- double what it spent in 2001. A high-quality workforce with the right competencies and skill sets will be critical to improving DoD acquisitions. This report determined the efficacy of DoD¿s certification training for its acquisition workforce. It assessed: (1) DoD¿s capability to provide certification training; (2) the extent that such training reaches members of the workforce; and (3) the extent that previous training recommendations have been implemented. Charts and tables. A print on demand publication.

Defense Acquisition Workforce

Defense Acquisition Workforce PDF

Author: United States Government Accountability Office

Publisher: Createspace Independent Publishing Platform

Published: 2017-12-24

Total Pages: 42

ISBN-13: 9781982004064

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Congress established DAWDF in 2008 to provide DOD with a dedicated source of funding to help recruit and train members of the acquisition workforce. Since 2008, DOD has obligated more than $3.5 billion to meet those objectives. However, in 2012, GAO reported that DOD's ability to execute hiring and other initiatives had been hindered by delays in the DAWDF funding process, resulting in a large amount of unused funds being carried over from year to year. GAO was asked to review DOD's management of DAWDF. This report examines (1) the process DOD uses to fund DAWDF and (2) DOD's DAWDF management and oversight. DOD should (1) clarify whether DAWDF funds could be used to pay for personnel to help manage the fund and (2) ensure that DOD components have processes in place to verify the accuracy and completeness of DAWDF data.

Defense acquisition : improved program outcomes are possible

Defense acquisition : improved program outcomes are possible PDF

Author:

Publisher: DIANE Publishing

Published: 1998

Total Pages: 34

ISBN-13: 1428975535

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We are pleased to be here today to discuss issues facing the Department of Defense (DOD) in its acquisition of weapon systems, related spare parts, and other goods and services. In response to the many changes that have been witnessed in the defense acquisition environment over the last few years, DOD has begun broad-based changes to its acquisition and contracting processes. However, weapon programs continue to have questionable requirements; unrealistic cost, schedule, and performance estimates; and strategies that begin production before adequate testing has been completed. This discussion of acquisition issues is well-timed, as DOD implements plans to increase its procurement budget to $60 billion in fiscal year 2001-a 40-percent increase over last fiscal year's budget. My testimony focuses on a different approach to improving weapon acquisition outcomes based on best commercial practices and an understanding of the acquisition culture. My testimony also includes some observations on (1) DOD'S management of its acquisition workforce and organization, (2) DOD'S experience with commercial pricing of spare parts, (3) the effectiveness of DOD'S mentor-protege pilot program, and (4) federal agencies' use of multiple award task- and delivery-order contracts.

Defense Acquisition Workforce

Defense Acquisition Workforce PDF

Author: U.s. Government Accountability Office

Publisher: Createspace Independent Publishing Platform

Published: 2017-08-05

Total Pages: 24

ISBN-13: 9781974265695

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" The United States and DOD depend on space assets to support national security, civil, and commercial activities. Having sufficient quantities of qualified personnel to acquire space assets-on which DOD expects to spend $8 billion in fiscal year 2013-is critical to DOD's ability to carry out its mission. Approximately 1,800 federal civilians at the Air Force SMC manage the acquisition of space systems. During fiscal year 2012, the Air Force implemented a pilot program that moved $187.1 million for SMC's acquisition civilian personnel from its O&M to its RDT&E appropriation. GAO was mandated to review the Air Force pilot program. This report addresses (1) the extent to which the Air Force evaluated the impact of the pilot, and (2) the processes in place to manage realignment of the funds. GAO obtained and reviewed documentation of the pilot implementation; compared the implementation with established practices GAO has identified for implementing and evaluating pilot programs; and interviewed officials at the Air Force and DOD. GAO also reviewed applicable regulations and guidance about realigning funds and interviewed knowledgeable officials. "

Owning the Technical Baseline for Acquisition Programs in the U.S. Air Force

Owning the Technical Baseline for Acquisition Programs in the U.S. Air Force PDF

Author: National Academies of Sciences, Engineering, and Medicine

Publisher: National Academies Press

Published: 2016-11-25

Total Pages: 83

ISBN-13: 0309449030

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While there are examples of successful weapon systems acquisition programs within the U.S. Air Force (USAF), many of the programs are still incurring cost growth, schedule delays, and performance problems. The USAF now faces serious challenges in acquiring and maintaining its weapons systems as it strives to maintain its current programs; add new capabilities to counter evolving threats; and reduce its overall program expenditures. Owning the technical baseline is a critical component of the Air Force's ability to regain and maintain acquisition excellence. Owning the technical baseline allows the government acquisition team to manage and respond knowledgeably and effectively to systems development, operations, and execution, thereby avoiding technical and other programmatic barriers to mission success. Additionally, owning the technical baseline ensures that government personnel understand the user requirements, why a particular design and its various features have been selected over competing designs, and what the options are to pursue alternative paths to the final product given unanticipated cost, schedule, and performance challenges. Owning the Technical Baseline for Acquisition Programs in the U.S. Air Force discusses the strategic value to the Air Force of owning the technical baseline and the risk of not owning it and highlights key aspects of how agencies other than the Air Force own the technical baseline for their acquisition programs. This report identifies specific barriers to owning the technical baseline for the Air Force and makes recommendations to help guide the Air Force in overcoming those barriers.

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