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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.

MBA Professional Project This research attempts to understand potential root causes and underlying factors that influence defense acquisition program managers’ decision-making. Using qualitative data gathered through in-person interviews and through review of multiple case studies as a research design, this project focuses on how program managers gain insight in the decision-making process. Results indicate that program manager decision-making is impacted by process, control, relationships, motive, and risk. Analysis of findings suggests that defense acquisition oversight and policies create an environment of risk avoidance, causing program managers to utilize interpersonal methods of management and decision-making as a method of control within their sphere of influence. Additional research into decision-making methodology of program managers during critical program milestones is warranted for a more thorough analysis. http://archive.org/details/whydoprogramsfai1094561231 Major, United States Air Force First Lieutenant, United States Air Force

In order to better understand how a program manager creates situational awareness and understanding in chaotic program environments, this project focuses on how a program manager gains insight in the decision-making process. The non-linearity of events in which human decision-making is predicated is chaotic and may have certain similarities and patterns that can be studied with regard to their association with the individual(s) involved in the decision-making process. If we better understood the human-in-the-loop influence on decision-making in the modern, information-supersaturated environment, perhaps future organizational and leadership theories and methods could be better tailored to the environment, ultimately leading to more predictable outcomes. This case study will begin to provide a greater level of insight into these issues and will be the basis of future research. http://archive.org/details/buildingthedecis1094561385 Major, United States Army Major, United States Army Approved for public release; distribution is unlimited.