An analysis of the organizational structure of Redstone Test Center's Environment and Components Test Directorate with regard to instrumentation design capabilities
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Authors
Turnbull, Adam
Subjects
organizational analysis
organizational structure
formal and informal networks
organizational structure
formal and informal networks
Advisors
Jones, Raymond D.
Boren, Brett
Date of Issue
2016-09
Date
Sep-16
Publisher
Monterey, California: Naval Postgraduate School
Language
Abstract
This research provides an analysis of the organizational structure of Redstone Test Center's Environment and Components Test Directorate, with specific regard to its instrumentation design and development capabilities, for the purpose of identifying opportunities to improve communication, standardization, and efficiency. Redstone Test Center (RTC) is one of the U.S. Army Test and Evaluation Command's test centers and is responsible for testing a variety of missiles, sensors, and Army aviation platforms. To accomplish this testing and provide value for customers, it is often necessary to build customized engineering design solutions to command and control the systems under test, to acquire test data, or to simulate real-world operation. RTC has a cadre of technically savvy engineers tasked with designing and developing these innovative test solutions. However, these engineers are isolated from each other organizationally, such that communication and collaboration are not common. Inefficiency is rife, and standardization of processes and procedures is almost nonexistent. This research found that these problems could be corrected through organizational changes, grouping the instrumentation design engineers together. The research also found that creating a leadership position tasked with promoting communication, efficiency, and standardization is also necessary to achieve these goals.
Type
Thesis
Description
Series/Report No
Department
Business & Public Policy (GSBPP)
Identifiers
NPS Report Number
Sponsors
Funder
Format
Citation
Distribution Statement
Approved for public release; distribution is unlimited.
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.