Analyses of the Department of Defense Acquisition Workforce

Analyses of the Department of Defense Acquisition Workforce PDF

Author: Susan M. Gates

Publisher:

Published: 2013

Total Pages: 73

ISBN-13: 9780833083265

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The organic defense acquisition workforce consists of military personnel and Department of Defense civilian personnel who provide the management, technical, and business capabilities needed to oversee defense acquisition programs from start to finish. This workforce must itself be managed so that the right numbers of the right personnel are in the right positions at the right time. Since 2006, RAND has been helping develop data-based tools to support analysis of this workforce. This volume updates a 2008 report by documenting revisions to methods, providing descriptive information on the workforce through fiscal year 2011, and providing a user's manual for a model that can help managers project workforce needs through 2021 under different assumptions about the future. The report illustrates the use of the model.

Analyses of the Department of Defense Acquisition Workforce

Analyses of the Department of Defense Acquisition Workforce PDF

Author: Susan M. Gates

Publisher: RAND Corporation

Published: 2013

Total Pages: 0

ISBN-13: 9780833080585

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RAND has been providing ongoing analysis of the defense acquisition workforce; this volume documents the methods and data and provides a user's manual for a model for projecting the future workforce supply.

The Defense Acquisition Workforce

The Defense Acquisition Workforce PDF

Author: Susan M. Gates

Publisher: Technical Report (RAND)

Published: 2008

Total Pages: 80

ISBN-13:

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The defense acquisition workforce includes more than 126,000 military and civilian personnel responsible for providing a wide range of acquisition, technology, and logistics support to the nation's warfighters. This report summarizes workforce analyses that RAND has undertaken in support of the Defense Acquisition University, which is responsible for strategic human capital management of that workforce. It covers the civilian acquisition workforce, the careers of acquisition workforce senior executive service members, and the relationship between the military and civilian acquisition workforce. It also describes a workforce inventory projection model that uses data on the civilian acquisition workforce as a key input. The authors conclude that better definition and tracking of the acquisition workforce would improve workforce planning and that workforce analysis is only one step in an overall strategic human capital planning effort.

The Department of the Navy's Civilian Acquisition Workforce: An Analysis of Recent Trends

The Department of the Navy's Civilian Acquisition Workforce: An Analysis of Recent Trends PDF

Author:

Publisher:

Published: 2009

Total Pages: 0

ISBN-13:

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While workforce issues in general - human capital strategic planning efforts in particular-are important throughout the DoD, the AT & L workforce has received special attention. The strategic human capital plan for the AW, which is currently in its third revision (see DoD, Acquisition, Technology, and Logistics, 2007), emphasizes several critical workforce issues: the eventual loss of retirement-eligible personnel and their knowledge, understanding the differences in the workforce generations (aging baby-boomers compared with Generations X and Y, for example), and coping with the increasing demand for workers educated in science and engineering. In 2006, the Office of the Under Secretary of Defense for Acquisition, Technology and Logistics, Director of Human Capital Initiatives (OUSD(AT & L)/HCI)), asked RAND to analyze DoD AW data. RAND's findings for OUSD(AT & L/HCI) are presented in Gates er al. (2008). While that inquity was under way, the United States Navy asked RAND to under-take a complementary analyis focusing on the DoN's civilian AW. The DoN asked RAND to provide a descriptive overview of the DoN civilian AW and conduct preliminary analyses of data related to specific workforce management issues of retention, professional development, and leadership. This report summarizes what we learned about DoN's civilian AW and these workforce management issues.

The Department of the Navy's Civilian Acquisition Workforce

The Department of the Navy's Civilian Acquisition Workforce PDF

Author: Susan M. Gates

Publisher: RAND Corporation

Published: 2009

Total Pages: 66

ISBN-13:

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Provides a descriptive overview of the Department of the Navy's civilian acquisition workforce over the past decade and presents the results of preliminary analyses of data related to specific workforce management issues: retention, professional development, and leadership.

Defense Acquisitions: Managing Risk to Achieve Better Outcomes

Defense Acquisitions: Managing Risk to Achieve Better Outcomes PDF

Author: Paul Francis

Publisher: DIANE Publishing

Published: 2011

Total Pages: 25

ISBN-13: 1437928110

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This is a print on demand edition of a hard to find publication. In FY 2009, DoD spent nearly $384 billion on contracts. This investment, representing over 70% of total gov¿t. contract spending, highlights the great need to better manage risk in acquisitions. But DoD has not always managed risks effectively: major systems continue to take longer to develop, cost more, and deliver fewer quantities and capabilities than originally planned. In addition, poorly managed growth in services spending has contributed to disappointing program outcomes. This testimony focuses on: (1) planning of DoD's acquisitions; (2) contract types and the award process, incl. bid protests; (3) outcomes of major acquisition programs; and (4) acquisition and contractor workforce mgmt. It also highlights relevant reforms in each area.

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.

Report of the Defense Science Board Acquisition Workforce Sub-Panel of the Defense Acquisition Reform Task Force on defense reform

Report of the Defense Science Board Acquisition Workforce Sub-Panel of the Defense Acquisition Reform Task Force on defense reform PDF

Author:

Publisher: DIANE Publishing

Published: 1998

Total Pages: 168

ISBN-13: 1428981268

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This report provides three policy recommendations, based on the overarching theme of more closely integrating DoD with industry. The Sub-Panel believes that improved integration with industry is the critical element that will enable the acquisition system to perform better, faster, and cheaper in support of the warfighter. The recommended policy initiatives are that DoD should: 1. Restructure its Research, Development, Test, and Evaluation (RDT & E) organizations and associated workforce to enable the Department to make better use of the capabilities of industry and other government agencies, to concentrate in-house capabilities in areas where there is no external capability, and to eliminate duplicative capabilities. 2 Expand the use of price-based forms of contracting to reduce the cost of doing business with Department of Defense (DoD) for existing Defense contractors and to give DoD access the segments of industry that currently choose not to do business with the Department because of the costs and complexities associated with cost-based contracts. 3. Expand the oursourcing of sustainment activities to eliminate duplicative capabilities between DoD and industry, to enable the Department to capitalize on industry's advancements in applying technology to these functions, and to provide better support to the user.

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