Optimizing U.S. Air Force and Department of Defense Review of Air Force Acquisition Programs (2009) / Chapter Skim
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3 Recommendations
3 Recommendations
Pages 30-38
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From page 30... ...
The five recommendations apply to the execution of program reviews as addressed in the Statement of Task. Further, although there are not enough specific data to permit a quantified response to the key question raised in the summary -- namely, Can changes in the number, content, sequence, or conduct of program reviews help the program manager more successfully execute the program?
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From page 31... ...
To ensure that they possess a common understanding of the intent, scope, and output of reviews, the Air Force acquisition and requirement communities at all levels should engage in timely planning for program reviews that results in clear, comprehensive, measurable objectives. This recommendation, based principally on Conclusions 1, 5, and 6, reflects the committee's discussion and desire to ensure that each program review is planned and conducted with thoroughness and precision to achieve success.
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From page 32... ...
To this end, the committee suggests that the SAE review the application of leading industry standards developed by internationally recognized project and program management associations. Such standards have met the test of benchmarking in many industries, are globally applicable, and can be easily adapted.
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From page 33... ...
The committee understands that many stakeholders want the program review to be successful and that having some prereviews might be worthwhile. To that end, the committee encourages the Air Force to establish guidance for managing a prereview so that it has a minimal impact on the schedule and cost of the program and the program management staff.
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From page 34... ...
Best practices give the PM and his or her management staff a roadmap to improvement or recovery. They also provide access to technical experts who can lend their knowledge at critical junctures in program development and execution, carry out monitoring and reporting functions, and serve as a vehicle for transferring and disseminating the body of lessons learned and the knowledge of senior Air Force technical and managerial officials.
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From page 35... ...
Despite the sparseness of information, the committee's interviews, findings, and survey results strongly suggest that better administration of the review process -- including synchronizing, combining, and aligning reviews -- would alleviate the burden on the PM and help him or her achieve program success. Given the existing DOD organizational hierarchy and culture, the committee believes that the areas with most potential for consolidation and streamlining are the various external reviews and assessments, such as the configuration steering boards (CSBs)
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From page 36... ...
A B DRR PCDRA) C FRP Milestones Concept OSD and OIPT OIPT OIPT OIPT OIPT OIPT Joint Staff PSR PSR PSR JROC JROC JROC JROC ASP AFRB ASP AFRB ASP AFRB ADM, LCMP, SEP, ISP, & PMD Air Force Sufficiency Reviews Configuration Steering Boards AFROCC AFROCC AFROCC TRA IBR TRR OTRR Program LHA CDR SVR/FCA Execution SRR ASR SFR PDR MRA PRR PCA Figure 3-1 DOD-Air Force milestone and program review process.
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From page 37... ...
A B DRR PCDRA) C FRP Milestones Concept OSD & OIPT OIPT OIPT OIPT OIPT OIPT Joint Staff PSR PSR PSR JROC JROC JROC JROC ASP AFRB ASP AFRB ASP AFRB X X X XADM, LCMP, SEP, ISP, & PMD X X Air Force Sufficiency Reviews Configuration Steering Boards AFROCC AFROCC AFROCC TRA IBR TRR OTRR Program LHA CDR SVR/FCA Execution ASR SRR SFR PDR MRA PRR PCA 37 Figure 3-2 Areas for potential consolidation and streamlining.
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