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The purpose of this feasibility analysis is to assess the feasibility of a joint program office to manage the cross-service Lockheed Martin/Sikorsky H-60 helicopter. The Lockheed Martin/Sikorsky H-60 helicopter is a multipurpose aircraft employed by numerous United States government agencies including many in the Department of Defense (DOD) and Department of Homeland Security (DHS). This feasibility analysis will use a quantitative comparative analysis to analyze the U.S. Army and U.S. Navy’s procurements of the H-60 helicopter and assess if there are cost savings that could be realized with a joint program office. Additionally, we conducted a qualitative comparative analysis to determine if there are benefits or disadvantages to joint program offices. Our findings revealed that there are legitimate quantitative advantages for joint programs due to common economic principles of economies of scale and volume discounts. However, there are several qualitative detriments that must be overcome in order to transition the H-60 helicopter program to a joint office. These findings led us to recommend that the H-60 helicopter program remain separate offices managed by each individual service due to the established service life of the H-60. Nevertheless, future major weapons systems could benefit from a joint office if adopted early enough in the program’s life cycle., Lieutenant Commander, United States Coast Guard, Major, United States Army, Lieutenant, United States Navy, Approved for public release. Distribution is unlimited.

This thesis establishes the importance of patch management and its role in the reduction of exploitable vulnerabilities and the increased security of government information systems (IS). As technology continues to evolve, cybersecurity has become a leading concern. The vast increase in computer usage and technological advancements have provided many benefits to organizations in both the private and public sectors. The need to protect ISs against cyber-attacks has grown at the same rate. Cybersecurity is not a new concept but its applicability continues to be a problematic concept or hindrance to incorporate into both legacy and new ISs across government and private entities. Government ISs tend to be more susceptible to cyber-attacks. Resiliency at the conception of an IS is imperative and maintaining that resiliency is key to sustaining the security posture of any IS. The primary goal of government ISs is to provide new capabilities and resources to the warfighter. New ISs rely heavily on the use of software and its ability to be upgraded or modified. Legacy systems often utilize outdated software. Both types of systems require maintenance throughout the lifecycle. Many government ISs operate out-of-date software versions or are not patched on a routine basis to ensure ISs are not exposed to vulnerabilities. Patch management is an important practice that can prevent the exposure to cyber-attacks the exploitation of known vulnerabilities and improve the cyber hygiene of ISs., Civilian, Department of the Navy, Civilian, Department of the Navy, Approved for public release. Distribution is unlimited.

Our project focuses on the decision-making process of a program manager (PM). A defense program manager is routinely exposed to chaotic and complex environments that require skilled leadership and decision-making. Exploring the decision-making process in these environments may help current and future defense programs to better project the outcome of future decisions. Through our research, we identified five categories as decision-making pitfalls for PMs: overly optimistic, risk aversion, stovepipe design, strategic networking in the acquisition environment, and communication skills. We recommend conducting future research to validate the findings of our study. Once validated, we recommend refining PM training to focus on the decision-making categories we identified to help PMs navigate programs more successfully.

This project examines a sampling of Army Acquisition Programs in “T2S” (Transition to Sustainment) and analyzes the similarities and differences between programs relative to their planning, execution, and results experienced in terms of Sustainment Phase Performance Metric impacts. This project includes a mixed-method analysis process. Methodology includes published Army policy documents, scholarly articles posted to the internet, published literature, program requirements and acquisition documents, and published program performance metrics. Methods include an analysis of published guidance as it pertains to the definition of T2S, as well as a breakdown of T2S into “macro” and “micro” activities for each program, identifying and categorizing program projects in each category. Methods also include a comparative analysis of the program factors pre-T2S, during T2S, and post-T2S, to include program funding, life-cycle sustainment strategies, program office structure, program and sustainment office interaction, and a breakdown of macro and micro T2S actions relative to their impact on sustainment metrics realized. This project also analyzes the evolving relevant guidance related to the T2S process during the timelines under consideration for each program., Civilian, Department of the Army, Civilian, Department of the Army, Approved for public release. Distribution is unlimited.

This thesis examines the planning, programming, budgeting, and execution (PPBE) process and key contributors to passing a budget. Comptroller funding data from 2015–2019 were extracted and analyzed. The analysis investigated the Appropriation approval date and unobligated Operation and Maintenance funds for the DOD, USN, and Navy. The most extensive range in un-obligated returned funds occurred in 2017, with 0.16% for the DON and USN combined and 3.17% for the DOD topline (a delta of 30.46%). Data indicates that the propensity for unobligated funds at the conclusion of the FY increases with more extended continuous resolutions (CR). Additionally, delayed Defense Appropriations have negative consequences on funding and execution. The inability to provide reliable, consistent funding for National Defense also influences the strategic planning efforts that play a significant role in developing the National Defense Strategy (NDS) and the National Security Strategy (NSS). A stable budgetary environment has only existed in approximately 10% of the previous 40-year budget periods. Unobligated funding indicates rigid spending within the current PPBE process, delayed congressional budget approval, and lengthy CRs. Future research could investigate the COVID-19 impacts due to restricted movement, remote work, and hindrances to the supply chain to identify additional areas to increase the flexibility of the PPBE process., Civilian, Department of the Navy, Major, United States Marine Corps Reserve, Approved for public release. Distribution is unlimited.

This thesis examines the planning, programming, budgeting, and execution (PPBE) process and key contributors to passing a budget. Comptroller funding data from 2015–2019 were extracted and analyzed. The analysis investigated the Appropriation approval date and unobligated Operation and Maintenance funds for the DOD, USN, and Navy. The most extensive range in un-obligated returned funds occurred in 2017, with 0.16% for the DON and USN combined and 3.17% for the DOD topline (a delta of 30.46%). Data indicates that the propensity for unobligated funds at the conclusion of the FY increases with more extended continuous resolutions (CR). Additionally, delayed Defense Appropriations have negative consequences on funding and execution. The inability to provide reliable, consistent funding for National Defense also influences the strategic planning efforts that play a significant role in developing the National Defense Strategy (NDS) and the National Security Strategy (NSS). A stable budgetary environment has only existed in approximately 10% of the previous 40-year budget periods. Unobligated funding indicates rigid spending within the current PPBE process, delayed congressional budget approval, and lengthy CRs. Future research could investigate the COVID-19 impacts due to restricted movement, remote work, and hindrances to the supply chain to identify additional areas to increase the flexibility of the PPBE process.

Considerable attention is paid each year to costing Chinese weapons systems and then aggregating individual system estimates into total Chinese defense costs. Aggregate figure costs are then compared against those of the United States as a guidepost for assessing the adequacy of U.S. defense spending and as a substitute in planning for the Chinese military threat. These standard treatments of cost might gloss the depth and breadth of risk associated with the U.S. defense spending profile. The future of the Department of Defense is toward the INDOPACOM theater, and China is our peer threat. There is very little academic research into how China conducts defense spending and, most importantly, how it intends to invest in future capabilities. This study will continue the 2018 NPS thesis Comparison of Naval Acquisition Efficiency between the United States and China; however, it will focus on Marine Corps–specific investments. The findings of this thesis will help inform how the influence of cost on Chinese weapon acquisition decision-making informs Force Design 2030 decision-making.

Over the last decade, several response plans and methods have been established to reduce schedule and budget overruns in the Department of Defense’s (DOD) procurement programs. The Government Accountability Office (GAO) chose to revisit this issue in a recent study. They discovered that leveraging mature technology, having complete product designs, and having control over manufacturing processes were key to the successful development of new products. The GAO merged these principles into a single acquisition strategy known as the Knowledge-Based Approach (KBA). They assert that Major Defense Acquisition Programs (MDAP) that implement the KBA principles will have better program outcomes. The purpose of this research is to determine if MDAPs that meet the three basic KBA criteria outperform those that do not. MDAPs that adhered to KBA knowledge points were predicted to have lower percentages of schedule and budget overruns than those that did not. This thesis demonstrated a clear link between the KBA and program performance by using inferential testing to compare the KBA to the most recent MDAPs, thus validating the GAO’s approach, validating the research hypothesis, and promoting wider adoption of the KBA within the DOD’s acquisition community., Lieutenant, United States Navy, Approved for public release. Distribution is unlimited.

The United States Marine Corps (USMC) currently operates 28 operational support airlift (OSA) aircraft. The USMC must maintain the requirements set forth by the Department of Defense in a cost-effective way to ensure the OSA aircraft and personnel accomplish the mission. In this thesis, I use a cost-benefit analysis to examine the current OSA fleet, specifically the UC-12W and UC-35D platforms and several feasible alternative courses of action (COAs). In my analysis, by estimating the costs associated with operations, support, and personnel, I find that there are cost-saving opportunities of approximately $2 million over the five-year cost projection by implementing an alternative COA that adds three additional UC-12W aircraft to the OSA fleet. The findings of the cost-benefit analysis provide evidence that the current structure of medium- and short-range aircraft is not the most cost-effective; therefore, a restructuring of the UC-12W and UC-35D must be undertaken to ensure the OSA program maximizes cost savings.

This research performed a gap analysis on the existing Department of Defense (DoD) program management competency standards to determine if changes are required to fully adopt product portfolio management (PPM) strategies in defense acquisition. Current DoD program management standards are compared to the Project Management Institute's Portfolio Management Professional certification standards to analyze alignment and gaps between the standards. Barrier to Implementation (BTI) scores are assigned to address the identified gaps in the DoD standard. The study found that the DoD program management competencies are on average 41% aligned with portfolio management industry standards. The DoD program management competencies are least aligned with the portfolio management domains of governance and strategic alignment. The composite BTI score indicates low to medium level of implementation barriers for most of the gaps. Results indicate that the DoD is capable of conducting PPM, and further research is needed to fully align the current competency standards with industry best practices. Defense acquisition senior leaders should consider formulating DoD portfolio management career field functional competencies to address congressional mandates for portfolio management implementation within the DoD.

The Defense Industrial Base (DIB) is an ever-changing landscape that requires acquisition professionals to maintain vigilance over its climate. Ever since the mid-1990s, the DIB has shrunk substantially due to a variety of reasons. In this study, we focus on two Navy Auxiliary Systems: air conditioning and refrigeration (AC&R) and compressed air systems. Data gained through analysis of contracting history and from subject matter experts (SME) and in-service engineering agents (ISEA) are used to perform a sector by sector, tier by tier (S2T2) fragility and criticality (FaC) assessment of AC&R and compressed air systems. The assessment revealed that both AC&R and compressed air systems carry moderate risk. With both systems, it is important to avoid vendor lock with an aim to increase competition to optimize cost, schedule, and performance on future capabilities.

Proper inventory management is crucial to the success of a naval warship’s completion of mission tasking and maintenance operational readiness. All U.S. naval warships require a predetermined inventory of Maintenance Assistance Modules (MAMs) to test and identify broken parts within a weapons or engineering system when failures occur. Once a part is identified as broken, shipboard personnel order that part through the Navy Supply system and return the MAMs to their appropriate inventory location. These are high-value assets that require 100% inventory validity. Fleet Logistics Center San Diego has raised concerns due to declining inventory accuracy results of MAM inventories. This study contains an analysis of the differences in inventory management procedures between a variety of naval assets, ascertains the most efficient practice of inventory management, and presents possible explanations for the loss of these high-value assets. The authors have determined that there is a disparity between a ship’s inventory validities and Type Commander’s (TYCOM’s) inventory validities due to an inadequate inventory management system and insufficient guidance in procedures and policies for managing MAMs.

The United States Marine Corps (USMC) currently operates 28 operational support airlift (OSA) aircraft. The USMC must maintain the requirements set forth by the Department of Defense in a cost-effective way to ensure the OSA aircraft and personnel accomplish the mission. In this thesis, I use a cost-benefit analysis to examine the current OSA fleet, specifically the UC-12W and UC-35D platforms and several feasible alternative courses of action (COAs). In my analysis, by estimating the costs associated with operations, support, and personnel, I find that there are cost-saving opportunities of approximately $2 million over the five-year cost projection by implementing an alternative COA that adds three additional UC-12W aircraft to the OSA fleet. The findings of the cost-benefit analysis provide evidence that the current structure of medium- and short-range aircraft is not the most cost-effective; therefore, a restructuring of the UC-12W and UC-35D must be undertaken to ensure the OSA program maximizes cost savings., Captain, United States Marine Corps, Approved for public release. Distribution is unlimited.

This qualitative study analyzes how well recent acquisitions reform policies have addressed the modern difficulties facing acquisition professionals in an attempt to improve acquisition policy. The study reviews literature, case studies, surveys and interviews from previous program managers, and policy and legislation, and then compiles the aggregate results to develop a clearer view of how acquisition reform policy is addressing the problems faced by acquisition professionals. The primary goals of the study are to a) identify the main problems facing DOD acquisition, b) examine recent acquisition reform policies to determine if they address those issues identified, and c) provide recommendations for policy makers to shape acquisitions reforms and legislation in the future. Analysis of our findings suggests that defense acquisition policies and legislation are not addressing the critical issues faced by acquisition professionals and add layers of bureaucracy, further complicating the acquisitions process. Additional research into the factors effecting successful and unsuccessful acquisitions is warranted for a more thorough analysis.

This qualitative study analyzes how well recent acquisitions reform policies have addressed the modern difficulties facing acquisition professionals in an attempt to improve acquisition policy. The study reviews literature, case studies, surveys and interviews from previous program managers, and policy and legislation, and then compiles the aggregate results to develop a clearer view of how acquisition reform policy is addressing the problems faced by acquisition professionals. The primary goals of the study are to a) identify the main problems facing DOD acquisition, b) examine recent acquisition reform policies to determine if they address those issues identified, and c) provide recommendations for policy makers to shape acquisitions reforms and legislation in the future. Analysis of our findings suggests that defense acquisition policies and legislation are not addressing the critical issues faced by acquisition professionals and add layers of bureaucracy, further complicating the acquisitions process. Additional research into the factors effecting successful and unsuccessful acquisitions is warranted for a more thorough analysis., Lieutenant Commander, United States Navy, Lieutenant Commander, United States Navy, Lieutenant Commander, United States Navy, Approved for public release. Distribution is unlimited.

The Defense Industrial Base (DIB) is an ever-changing landscape that requires acquisition professionals to maintain vigilance over its climate. Ever since the mid-1990s, the DIB has shrunk substantially due to a variety of reasons. In this study, we focus on two Navy Auxiliary Systems: air conditioning and refrigeration (AC&R) and compressed air systems. Data gained through analysis of contracting history and from subject matter experts (SME) and in-service engineering agents (ISEA) are used to perform a sector by sector, tier by tier (S2T2) fragility and criticality (FaC) assessment of AC&R and compressed air systems. The assessment revealed that both AC&R and compressed air systems carry moderate risk. With both systems, it is important to avoid vendor lock with an aim to increase competition to optimize cost, schedule, and performance on future capabilities., Civilian, Department of the Navy, Approved for public release. Distribution is unlimited.

In a competitive business environment, retail organizations in the Western world are capitalizing on technological tools and solutions to enhance customer experience and boost sales. Specifically, retailers that adopt Internet of Things (IoT) technologies improve customer experience and achieve cost savings. Yet such innovation is rare outside the Western world. Hence, early adopters of IoT technologies in retail operations in Pakistan could gain a competitive advantage. This study aims to create a deeper understanding of how Pakistan-based Canteen Stores Department (CSD), a retail chain mainly serving service members and their families, can use IoT technologies to significantly modernize and improve its operations and distinguish itself from competitors. To do so, this study conducts a qualitative analysis of scholarly articles on the relevant technologies and on IoT-based products offered by commercial companies. The authors also include findings from discussions with CSD customers and management. The results of the study indicate CSD can use IoT technologies to optimize store layout, offer interactive in-store mapping, automate checkout systems, implement smart shelving and digital price tagging, improve in-store promotions, enhance customer relationship management, and modernize distribution, transportation, and warehousing. The study also offers CSD management guidance on how to implement IoT technologies into retail operations at one location as a pilot., Outstanding Thesis, Lieutenant Commander, Pakistan Navy, Wing Commander, Pakistan Air Force, Lieutenant Colonel, Pakistan Army, Approved for public release. Distribution is unlimited.

The purpose of this study is to perform a gap analysis on the existing Department of Defense (DOD) program management competency standards to determine if changes are required to fully adopt product portfolio management (PPM) strategies in defense acquisitions. We do this by comparing the current DOD standards to the Project Management Institute's Portfolio Management Professional certification standards. We ask where the gaps in the standards exist and where the standards align, and assign a Barrier to Implementation (BTI) score to each gap in the DOD standard. The study found that the DOD is on average 41% aligned with industry standards. In the higher weighted domains of Governance and Strategic Alignment, alignment percentages are significantly lower. The composite BTI score for the DOD is 1.45, indicating low to medium BTIs for most of the gaps. Results do not suggest that the DOD is incapable of conducting PPM, but rather that the current competency standards do not align with industry best practices. Defense acquisitions professionals should review our analysis and formulate Portfolio Management Career Field Functional Competencies to further professional standards, develop the necessary job skills and evaluation criteria, and further the process of achieving congressional mandates for portfolio management implementation., Outstanding Thesis, Major, United States Marine Corps, Major, United States Marine Corps, Major, United States Marine Corps, Approved for public release. Distribution is unlimited.

Proper inventory management is crucial to the success of a naval warship’s completion of mission tasking and maintenance operational readiness. All U.S. naval warships require a predetermined inventory of Maintenance Assistance Modules (MAMs) to test and identify broken parts within a weapons or engineering system when failures occur. Once a part is identified as broken, shipboard personnel order that part through the Navy Supply system and return the MAMs to their appropriate inventory location. These are high-value assets that require 100% inventory validity. Fleet Logistics Center San Diego has raised concerns due to declining inventory accuracy results of MAM inventories. This study contains an analysis of the differences in inventory management procedures between a variety of naval assets, ascertains the most efficient practice of inventory management, and presents possible explanations for the loss of these high-value assets. The authors have determined that there is a disparity between a ship’s inventory validities and Type Commander’s (TYCOM’s) inventory validities due to an inadequate inventory management system and insufficient guidance in procedures and policies for managing MAMs., Lieutenant Commander, United States Navy, Lieutenant Commander, United States Navy, Lieutenant Commander, United States Navy, Approved for public release. Distribution is unlimited.

Considerable attention is paid each year to costing Chinese weapons systems and then aggregating individual system estimates into total Chinese defense costs. Aggregate figure costs are then compared against those of the United States as a guidepost for assessing the adequacy of U.S. defense spending and as a substitute in planning for the Chinese military threat. These standard treatments of cost might gloss the depth and breadth of risk associated with the U.S. defense spending profile. The future of the Department of Defense is toward the INDOPACOM theater, and China is our peer threat. There is very little academic research into how China conducts defense spending and, most importantly, how it intends to invest in future capabilities. This study will continue the 2018 NPS thesis Comparison of Naval Acquisition Efficiency between the United States and China; however, it will focus on Marine Corps–specific investments. The findings of this thesis will help inform how the influence of cost on Chinese weapon acquisition decision-making informs Force Design 2030 decision-making., Captain, United States Marine Corps, Approved for public release. Distribution is unlimited.

This study fills the gap in knowledge surrounding military services outsourcing their procurement activities to fourth-party logistics (4PL) providers. A 4PL provider serves as a single interface integrating and coordinating supply chain activities including logistics management. The existing partnerships between General Services Administration (GSA) Retail Operation’s 4PL and both the USMC ServMart and USCG Yard formed the basis of a qualitative analysis using case studies to examine the 4PL program implementation process, limitations, and effectiveness. The results revealed that the factors inhibiting 4PL adoption include long lead times to add items, vague Federal Acquisition Regulation (FAR) clause on mandatory usage, and incompatible financial systems. Despite these limiting factors, we discovered that GSA 4PL has been able to reduce inventory cost, improve procurement performance and enhance customer value for the USMC and USCG on commercially available recurring items. This study will assist military services considering the use of 4PL to augment and improve their procurement processes. Future research using a comparative analysis approach assessing GSA and commercial 4PL providers is recommended to broaden the knowledge on the benefits, limitations, and risks of 4PL outsourcing., Lieutenant Commander, United States Coast Guard, Ensign, United States Navy, Approved for public release. Distribution is unlimited.

The purpose of this feasibility analysis is to assess the feasibility of a joint program office to manage the cross-service Lockheed Martin/Sikorsky H-60 helicopter. The Lockheed Martin/Sikorsky H-60 helicopter is a multipurpose aircraft employed by numerous United States government agencies including many in the Department of Defense (DOD) and Department of Homeland Security (DHS). This feasibility analysis will use a quantitative comparative analysis to analyze the U.S. Army and U.S. Navy’s procurements of the H-60 helicopter and assess if there are cost savings that could be realized with a joint program office. Additionally, we conducted a qualitative comparative analysis to determine if there are benefits or disadvantages to joint program offices. Our findings revealed that there are legitimate quantitative advantages for joint programs due to common economic principles of economies of scale and volume discounts. However, there are several qualitative detriments that must be overcome in order to transition the H-60 helicopter program to a joint office. These findings led us to recommend that the H-60 helicopter program remain separate offices managed by each individual service due to the established service life of the H-60. Nevertheless, future major weapons systems could benefit from a joint office if adopted early enough in the program’s life cycle.

This research performed a gap analysis on the existing Department of Defense (DoD) program management competency standards to determine if changes are required to fully adopt product portfolio management (PPM) strategies in defense acquisition. Current DoD program management standards are compared to the Project Management Institute's Portfolio Management Professional certification standards to analyze alignment and gaps between the standards. Barrier to Implementation (BTI) scores are assigned to address the identified gaps in the DoD standard. The study found that the DoD program management competencies are on average 41% aligned with portfolio management industry standards. The DoD program management competencies are least aligned with the portfolio management domains of governance and strategic alignment. The composite BTI score indicates low to medium level of implementation barriers for most of the gaps. Results indicate that the DoD is capable of conducting PPM, and further research is needed to fully align the current competency standards with industry best practices. Defense acquisition senior leaders should consider formulating DoD portfolio management career field functional competencies to address congressional mandates for portfolio management implementation within the DoD.

This research performed a gap analysis on the existing Department of Defense (DoD) program management competency standards to determine if changes are required to fully adopt product portfolio management (PPM) strategies in defense acquisition. Current DoD program management standards are compared to the Project Management Institute's Portfolio Management Professional certification standards to analyze alignment and gaps between the standards. Barrier to Implementation (BTI) scores are assigned to address the identified gaps in the DoD standard. The study found that the DoD program management competencies are on average 41% aligned with portfolio management industry standards. The DoD program management competencies are least aligned with the portfolio management domains of governance and strategic alignment. The composite BTI score indicates low to medium level of implementation barriers for most of the gaps. Results indicate that the DoD is capable of conducting PPM, and further research is needed to fully align the current competency standards with industry best practices. Defense acquisition senior leaders should consider formulating DoD portfolio management career field functional competencies to address congressional mandates for portfolio management implementation within the DoD.

In a competitive business environment, retail organizations in the Western world are capitalizing on technological tools and solutions to enhance customer experience and boost sales. Specifically, retailers that adopt Internet of Things (IoT) technologies improve customer experience and achieve cost savings. Yet such innovation is rare outside the Western world. Hence, early adopters of IoT technologies in retail operations in Pakistan could gain a competitive advantage. This study aims to create a deeper understanding of how Pakistan-based Canteen Stores Department (CSD), a retail chain mainly serving service members and their families, can use IoT technologies to significantly modernize and improve its operations and distinguish itself from competitors. To do so, this study conducts a qualitative analysis of scholarly articles on the relevant technologies and on IoT-based products offered by commercial companies. The authors also include findings from discussions with CSD customers and management. The results of the study indicate CSD can use IoT technologies to optimize store layout, offer interactive in-store mapping, automate checkout systems, implement smart shelving and digital price tagging, improve in-store promotions, enhance customer relationship management, and modernize distribution, transportation, and warehousing. The study also offers CSD management guidance on how to implement IoT technologies into retail operations at one location as a pilot.

This qualitative study analyzes how well recent acquisitions reform policies have addressed the modern difficulties facing acquisition professionals in an attempt to improve acquisition policy. The study reviews literature, case studies, surveys and interviews from previous program managers, and policy and legislation, and then compiles the aggregate results to develop a clearer view of how acquisition reform policy is addressing the problems faced by acquisition professionals. The primary goals of the study are to a) identify the main problems facing DOD acquisition, b) examine recent acquisition reform policies to determine if they address those issues identified, and c) provide recommendations for policy makers to shape acquisitions reforms and legislation in the future. Analysis of our findings suggests that defense acquisition policies and legislation are not addressing the critical issues faced by acquisition professionals and add layers of bureaucracy, further complicating the acquisitions process. Additional research into the factors effecting successful and unsuccessful acquisitions is warranted for a more thorough analysis.

Over the last decade, several response plans and methods have been established to reduce schedule and budget overruns in the Department of Defense’s (DOD) procurement programs. The Government Accountability Office (GAO) chose to revisit this issue in a recent study. They discovered that leveraging mature technology, having complete product designs, and having control over manufacturing processes were key to the successful development of new products. The GAO merged these principles into a single acquisition strategy known as the Knowledge-Based Approach (KBA). They assert that Major Defense Acquisition Programs (MDAP) that implement the KBA principles will have better program outcomes. The purpose of this research is to determine if MDAPs that meet the three basic KBA criteria outperform those that do not. MDAPs that adhered to KBA knowledge points were predicted to have lower percentages of schedule and budget overruns than those that did not. This thesis demonstrated a clear link between the KBA and program performance by using inferential testing to compare the KBA to the most recent MDAPs, thus validating the GAO’s approach, validating the research hypothesis, and promoting wider adoption of the KBA within the DOD’s acquisition community.

This study examines five advanced decision support methodologies—Lean Six Sigma (LSS), Balanced Score Card (BSC), Integrated Risk Management (IRM), Knowledge Value Added (KVA), and Earned Value Management (EVM)—in terms of how each can support the information technology (IT) acquisition process. In addition, the study provides guidance on when each methodology should be applied during the acquisition life cycle of IT projects. This research includes an in-depth review of each methodology in the context of the acquisition life cycle. All acquisition projects within the Department of Defense must go through the acquisition life cycle. While each acquisition project is unique, all must pass a series of common hurdles to succeed. Understanding how and when the methodologies can be applied to an IT acquisition is fundamental to its success. The study concludes with a set of recommendations for the use of each methodology in the acquisition life cycle of IT projects.

The natural process of ripening for fresh fruits and vegetables (FF&V) releases ethylene gas and as the concentration of ethylene increases in an enclosed environment, the ripening and spoilage process accelerates. Annually, the deterioration of produce arriving to our different Main Operating Bases (MOB) increases the burden on waste, cost, and logistics to the Army's budget. This study focuses on the viability of integrating ethylene control devices (ECD) in the Multi-Temperature Refrigerated Container System (MTRCS) to prolong the shelf life of FF&V. MTRCS are currently used by Army units in the field to store the food products they receive from the transportation pipeline. Although already in production, the Product Manager Force Sustainment Systems (PM FSS) office is considering an equipment modification that would install an ECD to the MTRCS, removing excess ethylene from containers storing FF&V. Prolonging the shelf life of these items has huge cost and morale (possibly even health) implications for our troops downrange. Through a cost benefit analysis methodology and return on investment calculations, we demonstrate that the ECD modification to be affordable and cost effective, which avoids FFV arriving in the field at the tail end of the pipeline, already somewhat degraded., Civilian, Department of the Army, Civilian, Department of the Army, Approved for public release. Distribution is unlimited.

The current materiel return process for the Navy is to have a broken depot-level repairable (DLR) part removed and turned in to the local supply system before requesting a new piece of equipment. If the unit fills out the appropriate paperwork with adequate justification, the maintainer is able to leave the piece of equipment in its original location until its replacement arrives. The current operating procedure forces the maintainers to open and close the system twice, which may result in an additional tag-out of the system. This research proposes to decrease the steps for maintainers in repairing broken equipment by allowing them to automatically leave the DLR within the system until the new piece of equipment arrives to reduce redundancy and increase safety when tag-outs are required. By implementing this alteration, the Navy could decrease time spent by the maintainer, reduce installation errors, and minimize wear and tear on the system. Upon completion of this research, the authors identify the costs, benefits, and possible risks associated with the implementation of an automatic remain-in-place policy and provide their recommendations on how to improve the current process., Lieutenant, United States Navy, Ensign, United States Navy, Approved for public release. distribution is unlimited

Current acquisition processes and strategies often result in the delivery of warfighter tools, whether aircraft, ships, weapons, or submarines, that do not meet current mission needs or usability standards. A causal factor is the lack of integration of end-users with the designers and developers throughout the acquisition process. Recent DOD directives support providing alternative pathways to the traditional acquisition process by acquiring technologies at the speed of relevance to meet fluid mission needs. Integrating end-users with design teams in a continuous iterative methodology style, i.e., Agile, provides feedback early and often, from requirements generation to testing for flexibility should capabilities or requirements change. Including warfighters brings their operational, maintenance, and user perspectives to better support the program. It is also essential to modify warfighter training courses and curriculum to educate warfighters on the requirements process. The resulting process and product are improved tri-fold. First, the contractor understands the desired capability requirements earlier in and throughout the acquisition process regardless of the process used. Second, the warfighter is involved early in the capability and functional requirements development and gains an understanding of the acquisition process and barriers. Third, the warfighter has better training to troubleshoot and maintain these more complex systems., Lieutenant, United States Navy, Civilian, Department of the Navy, Approved for public release. Distribution is unlimited.

This Joint Applied Project is part of a more prominent research topic sponsored by Raymond Jones under the Acquisition Research Program at the Naval Postgraduate School's Graduate School of Defense Management to investigate how program managers gain insight into the decision-making process. This study uses qualitative research in the form of ethnographic interviewing as a research design to observe human behavior. This particular project gathers information from three DOD program managers and examines through illustrative examples how each program manager thinks when making decisions. Results indicate that sensemaking and explicit knowledge are the most influential factors for providing insight into decision-making. Our interpretation of these results suggests that interference hinders a program manager’s decision-making, and the acquisition process is tailorable but not as agile as it needs to be. Further research is recommended on how to tailor the acquisition process better to ensure a program manager’s decision-making prevents problems from instigating failure., Civilian, Defense Logistics Agency, Civilian, Department of the Navy, Civilian, Department of the Navy, Approved for public release. Distribution is unlimited.

The Black Hawk utility helicopter is a valuable warfighting asset in the Army aviation fleet. The helicopter also has a substantial sustainment and maintenance cost. One particular subsystem of the helicopter is the main rotor blade, which is a critical component for flight and has a substantial procurement and sustainment cost. For the purpose of this research, we examine current main rotor blade inspection methods, investigate advanced inspection technologies, and produce a concept of integration. Digital imaging is also introduced to show how an automated method for inspection produces a return on investment that is worth exploring. The recommendations of using new technologies for the Black Hawk main rotor blades has the potential to not only prevent unnecessary overhaul and repair costs of a rotor blade but also to reduce the schedule associated with sustainment and the logistics footprint. Overall, the recommendations shown in this research offer the Army an opportunity to modernize sustainment practices and reduce maintenance burdens. These same recommended improvements are not limited to the Black Hawk fleet but may be considered for application across the Army sustainment enterprise to increase materiel reliability and improve warfighting capabilities., Civilian, Department of the Army, Civilian, Department of the Army, Civilian, Department of the Army, Approved for public release. Distribution is unlimited.

This research examines the level of alignment between the Department of Defense’s (DOD) 2016 Program Management Functional Career Field Competencies and the Project Management Institute’s Guide to the Project Management Body of Knowledge (6th ed.), The Standard for Program Management (4th ed.), and The Standard for Portfolio Management (4th ed.). This alignment analysis seeks to offer DOD agencies like the Defense Acquisition University information and recommendations to effectively fulfill the mandate of the fiscal year 2020 National Defense Authorization Act (NDAA) to base all acquisition workforce certification requirements on nationally or internationally recognized third-party standards. As an American National Standards Institute–accredited third party, the Project Management Institute serves as an optimal resource on which to base the DOD’s Program Management certification requirements. The research reviews each DOD Program Management competency element and compares it with the contents of the Project Management Institute’s standards to determine each element’s level of alignment. This competency mapping process and its subsequent analysis guides the research’s recommendations to the Defense Acquisition University., First Lieutenant, United States Air Force, Approved for public release. distribution is unlimited

This Joint Applied Project is part of a more prominent research topic sponsored by Raymond Jones under the Acquisition Research Program at the Naval Postgraduate School's Graduate School of Defense Management to investigate how program managers gain insight into the decision-making process. This study uses qualitative research in the form of ethnographic interviewing as a research design to observe human behavior. This particular project gathers information from three DOD program managers and examines through illustrative examples how each program manager thinks when making decisions. Results indicate that sensemaking and explicit knowledge are the most influential factors for providing insight into decision-making. Our interpretation of these results suggests that interference hinders a program manager’s decision-making, and the acquisition process is tailorable but not as agile as it needs to be. Further research is recommended on how to tailor the acquisition process better to ensure a program manager’s decision-making prevents problems from instigating failure.

The Black Hawk utility helicopter is a valuable warfighting asset in the Army aviation fleet. The helicopter also has a substantial sustainment and maintenance cost. One particular subsystem of the helicopter is the main rotor blade, which is a critical component for flight and has a substantial procurement and sustainment cost. For the purpose of this research, we examine current main rotor blade inspection methods, investigate advanced inspection technologies, and produce a concept of integration. Digital imaging is also introduced to show how an automated method for inspection produces a return on investment that is worth exploring. The recommendations of using new technologies for the Black Hawk main rotor blades has the potential to not only prevent unnecessary overhaul and repair costs of a rotor blade but also to reduce the schedule associated with sustainment and the logistics footprint. Overall, the recommendations shown in this research offer the Army an opportunity to modernize sustainment practices and reduce maintenance burdens. These same recommended improvements are not limited to the Black Hawk fleet but may be considered for application across the Army sustainment enterprise to increase materiel reliability and improve warfighting capabilities.

This study fills the gap in knowledge surrounding military services outsourcing their procurement activities to fourth-party logistics (4PL) providers. A 4PL provider serves as a single interface integrating and coordinating supply chain activities including logistics management. The existing partnerships between General Services Administration (GSA) Retail Operation’s 4PL and both the USMC ServMart and USCG Yard formed the basis of a qualitative analysis using case studies to examine the 4PL program implementation process, limitations, and effectiveness. The results revealed that the factors inhibiting 4PL adoption include long lead times to add items, vague Federal Acquisition Regulation (FAR) clause on mandatory usage, and incompatible financial systems. Despite these limiting factors, we discovered that GSA 4PL has been able to reduce inventory cost, improve procurement performance and enhance customer value for the USMC and USCG on commercially available recurring items. This study will assist military services considering the use of 4PL to augment and improve their procurement processes. Future research using a comparative analysis approach assessing GSA and commercial 4PL providers is recommended to broaden the knowledge on the benefits, limitations, and risks of 4PL outsourcing.

When procuring information technology requirements for systems such as cloud-based services, acquisition professionals often choose from outdated and misaligned categories of supplies or services established by Department of Defense (DOD) Acquisition regulations. Current contract structures constrain scalability, and it is imperative that the DOD revise its contract types to permit new solutions that enable commercial goods to be procured on a consumption basis. This Capstone Applied Project evaluates the impact of procuring modern DOD capabilities as consumption-based solutions by applying relevant policy analysis, cost effectiveness analysis, and case study analysis. The findings indicate that a consumption-based approach to acquiring cloud-based solutions is the most beneficial method for obtaining fair and reasonable prices while minimizing costs associated with contract administration. The authors recommend that cloud computing be placed into a new category within the DOD Taxonomy for the Acquisition of Services and Supplies & Equipment to enable greater flexibility in implementing a newly proposed contract type, consumption-based variable pricing, which must be supported by the revision of language contained in FITARA and 31 U.S.C. §1341 and an extension of FAR Clause 52.241-8.

The acquisition of artificial intelligence (AI) systems is a relatively new challenge for the U.S. Department of Defense (DoD). Given the potential for high-risk failures of AI system acquisitions, it is critical for the acquisition community to examine new analytical and decision-making approaches to managing the acquisition of these systems in addition to the existing approaches (i.e., Earned Value Management). In addition, many of these systems reside in small start-up or relatively immature system development companies, further clouding the acquisition process due to their unique business processes when compared to the large defense contractors. This can lead to limited access to data, information, and processes that are required in the standard DoD acquisition approach. The well-known recurring problems in acquiring information technology automation within the DoD will likely be exacerbated in acquiring complex and risky AI systems. Therefore, more robust, agile, and analytically driven acquisition methodologies will be required to help avoid costly disasters in acquiring AI systems. This research provides a set of analytical tools for acquiring organically developed AI systems through a comparison and contrast of the proposed methodologies that will demonstrate when and how each method can be applied to improve the acquisitions life cycle for AI systems.

The purpose of this study is to perform a gap analysis on the existing Department of Defense (DOD) program management competency standards to determine if changes are required to fully adopt product portfolio management (PPM) strategies in defense acquisitions. We do this by comparing the current DOD standards to the Project Management Institute's Portfolio Management Professional certification standards. We ask where the gaps in the standards exist and where the standards align, and assign a Barrier to Implementation (BTI) score to each gap in the DOD standard. The study found that the DOD is on average 41% aligned with industry standards. In the higher weighted domains of Governance and Strategic Alignment, alignment percentages are significantly lower. The composite BTI score for the DOD is 1.45, indicating low to medium BTIs for most of the gaps. Results do not suggest that the DOD is incapable of conducting PPM, but rather that the current competency standards do not align with industry best practices. Defense acquisitions professionals should review our analysis and formulate Portfolio Management Career Field Functional Competencies to further professional standards, develop the necessary job skills and evaluation criteria, and further the process of achieving congressional mandates for portfolio management implementation.

This study examines five advanced decision support methodologies—Lean Six Sigma (LSS), Balanced Score Card (BSC), Integrated Risk Management (IRM), Knowledge Value Added (KVA), and Earned Value Management (EVM)—in terms of how each can support the information technology (IT) acquisition process. In addition, the study provides guidance on when each methodology should be applied during the acquisition life cycle of IT projects. This research includes an in-depth review of each methodology in the context of the acquisition life cycle. All acquisition projects within the Department of Defense must go through the acquisition life cycle. While each acquisition project is unique, all must pass a series of common hurdles to succeed. Understanding how and when the methodologies can be applied to an IT acquisition is fundamental to its success. The study concludes with a set of recommendations for the use of each methodology in the acquisition life cycle of IT projects.

The acquisition of artificial intelligence (AI) systems is a relatively new challenge for the U.S. Department of Defense (DoD). Given the potential for high-risk failures of AI system acquisitions, it is critical for the acquisition community to examine new analytical and decision-making approaches to managing the acquisition of these systems in addition to the existing approaches (i.e., Earned Value Management). In addition, many of these systems reside in small start-up or relatively immature system development companies, further clouding the acquisition process due to their unique business processes when compared to the large defense contractors. This can lead to limited access to data, information, and processes that are required in the standard DoD acquisition approach. The well-known recurring problems in acquiring information technology automation within the DoD will likely be exacerbated in acquiring complex and risky AI systems. Therefore, more robust, agile, and analytically driven acquisition methodologies will be required to help avoid costly disasters in acquiring AI systems. This research provides a set of analytical tools for acquiring organically developed AI systems through a comparison and contrast of the proposed methodologies that will demonstrate when and how each method can be applied to improve the acquisitions life cycle for AI systems.

This study examines five advanced decision support methodologies—Lean Six Sigma (LSS), Balanced Score Card (BSC), Integrated Risk Management (IRM), Knowledge Value Added (KVA), and Earned Value Management (EVM)—in terms of how each can support the information technology (IT) acquisition process. In addition, the study provides guidance on when each methodology should be applied during the acquisition life cycle of IT projects. This research includes an in-depth review of each methodology in the context of the acquisition life cycle. All acquisition projects within the Department of Defense must go through the acquisition life cycle. While each acquisition project is unique, all must pass a series of common hurdles to succeed. Understanding how and when the methodologies can be applied to an IT acquisition is fundamental to its success. The study concludes with a set of recommendations for the use of each methodology in the acquisition life cycle of IT projects.

When procuring information technology requirements for systems such as cloud-based services, acquisition professionals often choose from outdated and misaligned categories of supplies or services established by Department of Defense (DOD) Acquisition regulations. Current contract structures constrain scalability, and it is imperative that the DOD revise its contract types to permit new solutions that enable commercial goods to be procured on a consumption basis. This Capstone Applied Project evaluates the impact of procuring modern DOD capabilities as consumption-based solutions by applying relevant policy analysis, cost effectiveness analysis, and case study analysis. The findings indicate that a consumption-based approach to acquiring cloud-based solutions is the most beneficial method for obtaining fair and reasonable prices while minimizing costs associated with contract administration. The authors recommend that cloud computing be placed into a new category within the DOD Taxonomy for the Acquisition of Services and Supplies & Equipment to enable greater flexibility in implementing a newly proposed contract type, consumption-based variable pricing, which must be supported by the revision of language contained in FITARA and 31 U.S.C. §1341 and an extension of FAR Clause 52.241-8., Outstanding Thesis, Civilian, Department of the Air Force, Civilian, Department of the Air Force, Approved for public release. Distribution is unlimited.

This research examines the level of alignment between the Department of Defense’s (DOD) 2016 Program Management Functional Career Field Competencies and the Project Management Institute’s Guide to the Project Management Body of Knowledge (6th ed.), The Standard for Program Management (4th ed.), and The Standard for Portfolio Management (4th ed.). This alignment analysis seeks to offer DOD agencies like the Defense Acquisition University information and recommendations to effectively fulfill the mandate of the fiscal year 2020 National Defense Authorization Act (NDAA) to base all acquisition workforce certification requirements on nationally or internationally recognized third-party standards. As an American National Standards Institute–accredited third party, the Project Management Institute serves as an optimal resource on which to base the DOD’s Program Management certification requirements. The research reviews each DOD Program Management competency element and compares it with the contents of the Project Management Institute’s standards to determine each element’s level of alignment. This competency mapping process and its subsequent analysis guides the research’s recommendations to the Defense Acquisition University.

The purpose of this research is to identify financial systematic issues surrounding the Department of the Navy’s (DoN) lack of auditability and its inability to obtain an unqualified opinion. This study explores possible reasons the DoN failed the audit, using the process and internal controls components of the auditability triangle. The authors review audit reports, DoN financial reports, accounting error reports, subject matter expert interviews, and reported financial systematic issues that contribute to audit issues. The research findings identified issues related to audit readiness, feeder systems and processes, and internal controls. Research findings show lack of accuracy and completeness of the DoN’s financial statements. The findings indicate that the DoN should consolidate and standardize its financial systems, feeder systems, and processes across the organization. The findings also indicate that the DoN lacks reliable, effective, and compliant internal controls. Based on these findings, recommendations are provided for further focus on auditability, feeder systems and processes, and internal controls to improve audit readiness across the DoN., http://archive.org/details/auditabilityanan1094564108, Lieutenant Commander, United States Navy, Captain, United States Marine Corps, Approved for public release; distribution is unlimited.

This study examines whether five methodologies—balanced scorecard, earned value management, integrated risk management, knowledge value added, and lean six sigma—can support information system (IS) acquisition within the Defense Acquisition System. Each of these five methodologies offers a unique perspective to program managers that could increase their capability to monitor, predict, and adjust programs during the acquisition of IS and information technology intensive systems. The additional information gained from the methodologies could allow program managers to reduce cost and schedule overruns through greater insight into the program’s performance. The research reviews the acquisition lifecycle and provides a detailed review of each approach to determine if the methodology could benefit program managers when acquiring ISs. In addition to the analysis of each technique within the context of the acquisition lifecycle, the research examines cases of the methodologies from an IS perspective. Using the cases as a guide, the thesis examines the benefits and challenges associated with each methodology. The research provides recommendations on which of the methodologies should be included and at which point in the acquisition lifecycle the methodologies should be used., http://archive.org/details/acomparativeanal1094564869, Major, United States Marine Corps, Approved for public release; distribution is unlimited.

Autonomous and semi-autonomous systems operate on a system of systems (SoS) framework, utilizing their own ability to sense, perceive, analyze, and execute actions to achieve their goals. Unmanned systems present a significant challenge for the Department of Defense's (DoD) acquisition process that was established to develop and field man-in-the-loop type capabilities. The purpose of our thesis is to perform an analysis on the challenges of developing semi-autonomous and autonomous systems through the military acquisition process in order to determine best practices and trends necessary to increase the likelihood of program success. The secondary goal of our analysis is to compare and contrast Test & Evaluation methodologies for systems with autonomous capabilities. The purpose of the test and evaluation process is to enable decision makers to manage technical risk and assess how robust and mature capabilities are prior to making a fielding decision. Autonomous systems require a rigorous test/build strategy that for most programs lead to cost overruns and schedule breaches. In addition, trying to keep pace with rapidly changing technologies outpaces the DoD’s ability to field mature systems with cutting-edge technology., Civilian, Department of the Army, Civilian, Department of the Army, Approved for public release. distribution is unlimited

Our research questions the assumption of human rationality underlying the Government Accountability Office’s (GAO) working theory that systemic incentives motivate defense acquisition participants to deviate from sound acquisition practices (incentives narrative) and explores whether systematic and predictable mental errors (cognitive biases) may also have a significant causal influence. We assessed the conclusiveness of GAO’s incentives narrative and examined whether it is likely that cognitive biases significantly contribute to deviations from sound acquisition practices. First, we compiled a decision bias dictionary (DBD) of cognitive and motivational biases. Then, we evaluated a selection of case studies and used the DBD to assign one or more bias codes for passages indicating deviations from sound acquisition practices or situations/decisions that were likely susceptible to one or more decision biases. Our analysis identified 347 discrete instances in which a decision bias was evident, including a significant number of both cognitive and motivational biases. We also found that although GAO’s incentives narrative was not represented as the singular correct view when it was initially proposed over 25 years ago, it has remained largely unchanged and unquestioned. Therefore, to improve the implementation of sound acquisition practices and ultimately improve acquisition outcomes, acquisition reform efforts must research and address both categories of decision biases., Civilian, Department of the Army, Civilian, Department of the Air Force, Approved for public release. distribution is unlimited

This project will examine Agile acquisition principles and analyze how to capitalize on an Agile mindset across the Department of Defense (DOD). The intent is to identify whether the current workforce culture is structured to embrace innovative acquisition approaches, specifically Agile acquisition. The methodology and analytical approach for this project will include an analysis of technical literature, reviews, and documentation to identify potential best practices for applying Agile acquisition principles to the DOD. This research will not evaluate the Agile requirement development process but analyze the need for a paradigm shift in thinking and mindset of the current workforce. However, the Agile framework will be discussed to help the audience understand the current limitations and potentials of implementing such a strategy., Civilian, Department of Veterans Affairs, Approved for public release. distribution is unlimited