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Optimizing U.S. Air Force and Department of Defense Review of Air Force Acquisition Programs (2009) / Chapter Skim
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Summary
Pages 1-4

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
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From page 1...
... and functions that do not easily align is a challenge. Too often, DOD weapons systems programs experience large cost overruns and schedule delays, contributing to a growing loss of confidence in the DOD acquisition system., In response, there has been a growing array of program and technical reviews that a program manager (PM)
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From page 2...
... As a result, the committee surveyed Air Force PMs and PEOs to collect quantitative and qualitative information on the impact of external reviews on program execution and to get an idea of how the reviews help them to manage their programs. The committee also gathered information from individual programs on the number and levels of reviews being conducted as part of the current acquisition process.
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From page 3...
... The OPR conducting the review should ensure that all review outputs are documented, including root causes if any have been identified, and provide recommendations that can be acted upon by the PM, the program management office, or other program stakeholders. The committee notes that it is a best practice to capture lessons learned, identifying the root cause of problems and risks encountered in program manage
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From page 4...
... Another benefit that should result from documenting the output of the review process is that the management and execution of programs will continue to improve, as program personnel are, in effect, mentored by the expertise of the review team. Although there may not be sufficient data to permit a quantitative response to the question whether changes in the number, content, sequence, or conduct of program reviews can help the PM execute the program more successfully, the committee is confident that if the above recommendations are implemented and rigorously managed by the SAE and his or her staff, there will be greater control of the review process, which will directly benefit the PMs and allow the successful execution of their programs.
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Key Terms

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  • force acquisition
  • matter experts
  • program review
  • reviews help

  • learning process
  • additional program
  • program stakeholders
  • acquisition program
  • program success

  • program execution
  • program executive
  • program decision
  • root causes
  • review efforts

  • government accountability
  • reviews result
  • directly benefit
  • surveyed air
  • standard technical

  • industry representatives
  • bring value
  • reviews preceding
  • opr conducting
  • cost overruns

  • schedule delays
  • easily align
  • acquisition reform
  • committee studied
  • study addresses


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