WHY DO PROGRAMS FAIL? AN ANALYSIS OF DEFENSE PROGRAM MANAGER DECISION MAKING IN COMPLEX AND CHAOTIC PROGRAM ENVIRONMENTS
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Authors
Donahue, James R.
Duong, Thien N.
Ameh, Friday E.
Subjects
program managers
complex and chaotic program environments
qualitative study
complex and chaotic program environments
qualitative study
Advisors
Jones, Raymond D.
Mortlock, Robert F.
Date of Issue
2018-12
Date
Publisher
Monterey, CA; Naval Postgraduate School
Language
Abstract
Department of Defense (DoD) program managers’ ability to make effective decisions is critical to a program’s performance. This qualitative study of two DoD program managers shed light into their decision-making processes in complex and chaotic programmatic environments. Additionally, this study specifically focuses on four aggregate categories—leadership, attitude, bureaucracy, and reputation. These categories have profound influences on the program manager’s ability to process information, make sense of a situation, and make decisions accordingly. By understanding how program managers perceive reality when facing challenges, we could potentially introduce necessary changes, adopt proven practices, and redirect resources toward efforts that would help program managers make more effective decisions.
Type
Thesis
Description
MBA Professional Project
Series/Report No
Department
Identifiers
NPS Report Number
Sponsors
Acquisition Research Program
Funder
Format
Citation
Distribution Statement
Rights
This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.