Organizational Unit:
Human Systems Integration (HSI) Certificate Program

Series

Human Systems Integration (HSI) Certificate Program Capstone Projects

Description

Human Systems Integration (HSI) is an interdisciplinary program that emphasizes human considerations as a priority in systems design and acquisition, to reduce life cycle costs, and improve total system performance. HSI has been divided into several distinct domains that include human factors engineering, manpower, personnel, training, human survivability, health hazards, system safety, and habitability. HSI is based on the understanding that people (operators, maintainers, and support personnel) are critical elements of the system and that a human-centered design perspective promotes system effectiveness, safety, and cost savings. This degree will provide students with the knowledge, skills, and abilities to be effective leaders in the assessment, design, testing, and management of a total human machine system throughout its life cycle.

Type

Program

Website of the organization

https://online.nps.edu/w/359-human-systems-integration

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Publication Search Results

Now showing 1 - 10 of 283

Southern Border Security Control: Capabilities Based Assessment
(Monterey, CA; Naval Postgraduate School, 2011-04-15) Chandler, Dawn; Dachos, John; DeBary-Kesner, Barbara; Howard, Jimmy; Springs, Sherry; Human Systems Integration (HSI) Certificate Program; Graduate School of Operational and Information Sciences (GSOIS); Operations Research (OR)
The Southern Border Security Control Capabilities Based Assessment (CBA) is the second part of a Homeland Security (DHS) two-phased initiative to meet the potentially significant illegal alien and immigration crisis resulting from devastating natural disasters in Mexico and South America. This CBA will scope the problem, identify necessary DHS capabilities to combat the problem, and examine current capabilities to identify capability gaps. The CBA will then assess the operational risks caused by the gaps and identify potential materiel and non-materiel solutions to reduce risk and fulfill the mission of protection the United States southern border.
Certified Ejection Seat Weight Ranges and their Effects on Personnel Selection
(Monterey, CA; Naval Postgraduate School, 2014-09) Jones, Thomas C.; Shattuck, Lawrence; Human Systems Integration (HSI) Certificate Program
Current ejection seat certified aircrew weight ranges (136 to 213 lbs.), such as for the F/A-18, prohibited over one third (38%) of women and (8%) of men from accessing the naval aviation strike pipeline (carrier-based aviation) between 2008 and 2013. This is deleterious to the Naval Aviation Enterprise to restrict access of otherwise qualified and talented applicants to the strike aviation pipeline due to an outdated anthropometric survey based specification. The acceptable level of risk that was utilized by the Naval Aviation Systems Command was overly conservative and needs to be updated to align with current operational risk management principles, actual ejection seat performance mishap data and the naval aviation anthropometric population. This research is a deep exploration of all aspects of this issue and makes recommendations that can be used by Commander of Naval Air Forces in establishing an operational weight limit for all ejection seat aircraft.
MANAGEMENT OF CANCELING FUNDS
(Monterey, CA; Naval Postgraduate School, 2023-06) DeLuca, Brendan A.; Sullivan, Ryan S.; Roitz, Fred, Defense Contract Management Agency; Human Systems Integration (HSI) Certificate Program; Department of Defense Management (DDM)
This report takes an in-depth look at the Department of Defense’s (DOD) management of canceling funds. As the national debt pushes past $31 trillion, the way and manner in which funds are budgeted and managed will increasingly become more scrutinized. Is the Department of Defense handling canceling funds in the most effective manner to best serve the warfighter, taxpayer, and industry partners? Representing 48.5% of all the federal canceled funds, it is vital for the DOD to understand why so much funding is canceling, the impact of canceled funds, and how to implement a cost-effective strategy to get the best use out of appropriated funds. Analysis includes review of relevant funding laws and regulations, Government Accountability Office and DOD reports, strategies and results broken down by agency, and research and briefings provided by stakeholders across the DOD. Recommendations based on this analysis will ultimately include a push for extending the expired phase to eight years, the establishment of a unified DOD strategy on canceling funds, and implementation of a DOD funds tracking tool.
IMPLEMENTING POST-PANDEMIC, MAXIMIZED TELEWORK INITIATIVES WITHIN THE USTRANSCOM ACQUISITION DIRECTORATE
(Monterey, CA; Naval Postgraduate School, 2021-06) Lyman, Shanda L.; Poree, Kelley; DeArmond, Jesika, USTRANSCOM-AQ; Human Systems Integration (HSI) Certificate Program; Graduate School of Defense Management (GSDM)
The COVID-19 pandemic has increased the need for maximized telework throughout the world, and this trend continues to evolve as the new standard. Due to system limitations, varying degrees of experience, and less than adequate supervision capabilities, this new normal has been met with some resistance; however, there has also been an overwhelming success in United States Transportation Command Acquisition Directorate’s (USTRANSCOM-AQ) ability to execute their contracting mission while teleworking. The current telework environment was implemented swiftly for safety reasons. After the pandemic, the world will see many lasting historical effects of this time, one being telework as a “new business practice” normal. Private industry will likely eliminate office space, thus reducing overhead, and move toward permanent telework. For the USTRANSCOM-AQ Directorate to recruit and retain the most talented contracting professionals, they will need to offer this benefit to compete with private industry. This analysis examines the current satisfaction rate of teleworking within USTRANSCOM-AQ and what additional policy elements, such as motivation and empowerment, IT resources and collaboration tools, and training, are needed to fully implement maximized telework initiatives post-pandemic.
Lean six sigma belt certification goals and standings for TACOM Life Cycle Management Command
(Monterey, CA; Naval Postgraduate School, 2010-12) Sullivan, Michelle L.; Davidson, Kimberly; Boudreau, Michael; Galarza, Daniel; Human Systems Integration (HSI) Certificate Program
The purpose of this Joint Applied Project was to investigate and provide a comprehensive overview of the Lean Six Sigma Belt Certification Goals and Standings for those sites associated with TACOM Life Cycle Management Command (LCMC). Sites identified as applicable to this study were queried for their data pertaining to their Lean Six Sigma site goals, their current standings and any guidance/regulations being used to guide their programs. In addition, information was gathered through the Department of the Army Lean Six Sigma channels to provide further direction as to what the goals and standings should be from the Army standpoint. The results of the investigation showed inconsistencies between each of the sites on both setting the certification goals and properly reporting certification goals and standings using the same, standardized methods across the command.
ANALYSIS OF NGB ENTERPRISE CONTRACT MANAGEMENT COMPETENCIES
(Monterey, CA; Naval Postgraduate School, 2021-09) Powell, Richard W., II; Rendon, Rene G.; Campbell, Christine, National Guard Bureau NY-USPFO; Human Systems Integration (HSI) Certificate Program; Human Systems Integration (HSI) Certificate Program; Graduate School of Defense Management (GSDM)
The purpose of this research is to conduct an individual competency assessment of the Army National Guard's contract management knowledge and evaluate the individual competencies of the Army National Guard's contract officers and contract specialists (1102s). This research evaluates individual competencies throughout all phases of the contract life cycle. In addition to the assessment of individual competencies, this research will also evaluate the individual competencies of the buyer (government) and seller (industry). The National Contract Management Association's (NCMA) Contract Management Body of Knowledge (CMBOK) Contract Management Standard (CMS) and the Defense Acquisition University (DAU) are the evaluation criteria for individual competencies. This research analyzes which life cycle phases are more and less proficient from both a buyer's and seller's perspective. The U.S. Army NGB contracting workforce rates between "Intermediate" and "Advanced" as it rates low in Pre Award and high in Award and Post Award in regards to their proficiency in the CMS buyer competencies. The U.S. Army NGB contracting workforce rates with the "Basic" level of knowledge of CMS seller competency. In order to improve to "Intermediate" knowledge of these competencies, the contracting workforce will have to understand seller competencies in difficult situations with little to no guidance.
The U.S. civil service personnel management system: a human-organization interface view
(Monterey, California: Naval Postgraduate School., 2014-12) Kilgore, Maura Rudy; Smith, Christian; Human Systems Integration (HSI) Certificate Program; Operations Research (OR)
The federal government’s rigidly structured civil service personnel management system creates a climate of inflexibility and stasis, where length of service is prioritized above innovative, responsive performance. The nature of work has changed in the nearly seven decades since the current personnel system was implemented. Over time, the federal workforce has become increasingly knowledge-based, professionalized, and mature. At the macroergonomic level, the civil service personnel management organization is a system interface through which human work performance and job design is managed. It is possible to evaluate problems that exist within the human-organizational interface (HOI) and formulate recommendations for changes to improve harmonization. This review identified and focused on specific elements within the personnel management system that need to change. Effort should be applied by OPM and their component agencies to target specific areas of rigidity, complexity, and hierarchical structure to improve the predictability, adaptability, responsiveness, and flexibility of the civil service personnel management system. OPM should translate the merit system principles through improved operational guidance to more accurately mirror and more fully implement those principles. If this is accomplished, it will lead to improved harmonization between the organizational system and civil service employees who interact with it.
MODERNIZATION OF ACQUISITION PLANNING AND COMMUNICATION
(Monterey, CA; Naval Postgraduate School, 2021-06) Aponte, Matthew; Dunlap, Jeffrey R.; Milchuck, Bruce, Naval Information Forces; Human Systems Integration (HSI) Certificate Program; Human Systems Integration (HSI) Certificate Program; Graduate School of Defense Management (GSDM)
This Joint Applied Project analyzes the current and near propositions for automated tracking systems to modernize acquisition planning. The text provides recommendations on a standardized, seamless, end-to-end (E2E), shared process and data environment across a multitude of enterprises and communities of interest. Research enhances available modules and decision aid tools to facilitate knowledge discovery and management for stakeholders in requirements generation, acquisition management and resource planning. The main goal is to educate stakeholders on resources available on a shared virtual working environment and to facilitate a common picture of individual platform mission capabilities and identified shortfalls. This knowledge enables decision makers to select the most capable platform to fill mission need and identifies capability gaps that steer planning and execution. The data collection involves examining recent articles, automated system user guides, command metrics, and research data on new and existing automated tracking tools. Some of the text is inherently technical, discussing navigational tools and corresponding acquisition planning to the utility of each system. The text provides recommendations on automated workflow tracking implementation along with a basic checklist for the reader to use to ascertain what functionalities are best suited for tailored specific command mission.
THE RATIONAL BEHAVIOR THEORY OF SMALL BUSINESSES IN THE NATIONAL CAPITAL REGION: A MIXED-METHODS STUDY ON PARTICIPATION IN ECONOMIC INTERVENTION AND PREVENTION STRATEGIES UNDER THE CARES ACT
(Monterey, CA; Naval Postgraduate School, 2022-06) Epps, Sonji A.; Poree, Kelley; Friedman, Mitchell; Human Systems Integration (HSI) Certificate Program; Department of Defense Management (DDM)
The Coronavirus Disease (COVID-19) triggered a national health emergency that caused economic uncertainties for National Capital Region (NCR) small businesses. In response, some NCR small businesses benefited from the Coronavirus Aid, Relief, and Economic Security Act (CARES) Act, which Congress passed to enable a strong and equitable recovery, while others did not. This research aims to understand the extent to which the NCR small businesses implemented economic intervention and prevention strategies under the flow of funds from the CARES Act; specifically, the supplemental disaster funding and grant-funded assistances during the 2020 through 2022 COVID-19 national health emergency. This mixed-methods approach explored the extent to which small businesses exercised rational or irrational behaviors in economic decision-making regarding CARES Act resources, relative to interventions, economic relief and prevention, economic preparedness. The findings revealed that NCR small businesses decisions involved less rational approaches for general reasons, resulting in less rational decision-making in prevention decisions compared to intervention decisions. Recommendations for policymakers include implementing contingency policies for future national emergencies and for small businesses to incorporate strategic planning in all business phases.
Streamlining the acquisition process: a DCAA field-grade perspective
(Monterey, CA; Naval Postgraduate School, 2014-03) Braswell, Russell; Lichtig, Jeffrey; Gera, Ralucca; Maddox, Janie; Human Systems Integration (HSI) Certificate Program; Graduate School of Business & Public Policy (GSBPP)
The procurement process is designed to be a three-way relationship between the buying command(s), the Defense Contract Audit Agency (DCAA), and the Defense Contract Management Agency (DCMA). Over the last 40 years, these entities have evolved independently of one another. Many of the re-organizations and policy changes were not coordinated outside the organizations, and as a result, the current working relationship between these entities is not at an optimal level. For DOD program managers, a working knowledge of these organizations is critical to delivering projects on time and on budget. To assist program managers in creating a more effective and efficient acquisition cycle, we propose a joint-applied-project through NPS to address the following: Research the original intent of the three organizations and map out the intended workflow/responsibilities within the acquisition mission. Research and document major changes in the evolution of each agency over the past 40 years. Apply Lean six-sigma principles to the DOD Acquisition team organization and processes, including: a. Develop a responsibility/process map for the three agencies based on current policies. b. Review our findings for overlap/redundancy, miscommunication, and other opportunities efficiency improvement within the acquisition process.