Joint Applied Projects

Series:
Joint Applied Projects

Series Type

Degree-Earning Works

Organizations

Human Systems Integration (HSI) Certificate Program

Full item page

Publication Search Results

Now showing 1 - 10 of 238

Lean implementation at White Sands Missile Range a case study of lean thinking applied in a government organization
(Monterey, CA; Naval Postgraduate School, 2006-12) Telles, David D.; Garcia, Michael S.; Bissell, Daniel C.; Boudreau, Michael; Doerr, Kenneth H.; Human Systems Integration (HSI) Certificate Program; Naval Postgraduate School (U.S.); Graduate School of Business and Public Policy (GSBPP)
In this Joint Applied Project, we study application of lean thinking at White Sands Missile Range, an Army Major Range and Test Facility Base (MRTFB), tasked with developmental Test and Evaluation (T and E) as its primary mission. We interviewed a representative segment of leaders, managers, and working level lean implementers, and surveyed 285 participants in lean events at White Sands. We employed a comprehensive, uniform set of questions in those interviews and surveys to gain insight into significant expectations, questions, issues, concerns, difficulties, constraints, and uniquely governmental situations and circumstance related to this implementation. We organized and analyzed a massive and significant resulting data set around emerging themes including linkage between lean and personnel cuts, management support of lean, small incremental benefit versus large bottom-line impact, process documentation, metrics and measurement, vision, urgency, and goals, uniquely governmental issues, and the lean process itself. We offer relevant conclusions and recommendations, based on those themes, which may significantly aid similar government organization who are currently, or expectantly, engaged in lean implementations or other process improvement efforts. We offer those conclusions and recommendations as academic and neutral examinations of real issues associated with an actual lean implementation. Notwithstanding the difficulties and complexities that we have examined in this study, we find an overwhelming majority of our participants believe there was broad incremental benefit from lean, that its cost was warranted and necessary, and that it absolutely should continue to be used as a tool to achieve greater efficiency, quality, and effectiveness in government business processes.
A Comparison of Earned Value and Earned Schedule Duration Forecast Methods on Department of Defense Major Defense Acquisition Programs
(Monterey, California. Naval Postgraduate School, 2012-09) Bruchey, William J.; Pickar, Charles; Fast, William; Human Systems Integration (HSI) Certificate Program; Program Management
Earned value management is a project management tool that integrates project scope with cost, schedule, and performance elements for optimum project planning and control. Earned value management is required by the Department of Defense for cost and incentive type contracts equal or greater than $20 million as part of a comprehensive approach to improving critical acquisitions. It is used to forecast the programs schedule performance using cost-based indicators but not time-based indicators. Earned value management has been used since the early 1960s as a program management tool, but is viewed by some professionals as incomplete when predicting schedule performance values. An extension of earned value management, called earned schedule, was introduced in 2003 as a tool to more accurately estimate schedule performance using time indicators that is lacking in traditional earned value management estimates. Earned schedule uses standard earned value management performance indicator values and time-based equations to depict the schedule performance. This research project measured the accuracy of earned value and earned schedule final duration forecast methods by analyzing four U.S. Army Chemical Materials Agency programs.
Analyzing the Relative Cost, Effectiveness and Suitability of Synchronous Training Versus Traditional On-site Training Approaches.
(Monterey, California. Naval Postgraduate School, 2012-03) Pryor, Benjamin A.; Betts, Willard; Matthews, David F.; Naegle, Brad R.; Human Systems Integration (HSI) Certificate Program; Program Management
The purpose of this Joint Applied Project (JAP) was to determine, through data collection, any life-cycle cost savings of a synchronous training approach versus the more traditional on-site new equipment training (NET) approach. With Army units and equipment deployed throughout the world, the cost of providing on-site training can be prohibitive. The Army has made effective use of distance learning approaches to meet both career training objectives (e.g. Defense Acquisition University (DAU) and Naval Postgraduate School (NPS)) and workplace training requirements (e.g. ethics and security). Similar approaches to replace on-site training for equipment, especially NET, could result in not only cost savings, but also result in better use of training personnel due to reduced travel time. The primary concern with this synchronous training approach is the quality and effectiveness of training. By drawing on expertise of both Program Management Offices as well as other life-long learning-based institutions (i.e. DAU, Naval Postgraduate School personnel for expertise in distance learning, the Army acquisition programs could be able to replace a significant portion of on-site training with synchronous training.
Measuring the Effectiveness of the Communications Electronics Life Cycle Management Command (CE-LCMC) Internship Pilot Training Program
(Monterey, California: Naval Postgraduate School, 2006-03) Dickson, Thomas; Oberdick, Jan; Hodge, Jacqueline; Crawford, Alice; Thomas, Gail F.; Human Systems Integration (HSI) Certificate Program
Over the next seven years, more than 50 percent of DoD’s acquisition workforce will be eligible for retirement. To replace these highly skilled acquisition professionals, the Department of Defense (DoD) will need to efficiently and effectively train employees who are entering the contracting profession. In 2003, the Communications Electronics Life Cycle Management Command (CE-LCMC) established a pilot training program that was intended to accelerate the training and development of contracting interns. The purpose of this study was to examine the effectiveness of this program from the perspectives of the 91 participating interns, the Contracting Officers who work with these interns, and the managers/supervisors in the Acquisition Center. Based on the analysis of five surveys, recommendations are offered for the improvement of the CE-LCMC’s pilot intern training program.
Acquisition of Modular Low Earth Orbit Satellites for Improved Intelligence Collection
(Monterey, California. Naval Postgraduate School, 2012-09) Staab, Randy; Naegle, Brad; Boudreau, Michael; Human Systems Integration (HSI) Certificate Program; Program Management
The primary objective of this study is to investigate and analyze improved multi-source intelligence (multi-INT) data collection through low latency, cross-communicating, modular low Earth orbit (LEO) satellites. This research examines the current acquisition process and system engineering approach to multi-INT data collection via command, control, communications, computers, and intelligence, surveillance and reconnaissance (C4ISR) satellites, specifically focusing on time (production time and system life) and cost. The project introduces several proposed low latency, cross-communicating, modular LEO satellite systems for improved multi-INT data collection. It then provides a comparison of geosynchronous Earth orbit (GEO) satellite life-cycle costs versus the life-cycle costs of LEO satellites and analyzes the maintainability, upgradeability, interoperability, reliability, and safety/security (MUIRS) benefits of smaller, faster-to-orbit satellites that could be launched in weeks or months.
Analysis of alpha contracting from three perspectives: government contracting, the government program office, and industry
(Monterey, California. Naval Postgraduate School, 2010-09) Quander, Angel Y.; Woppert, Jillian N.; Dillard, John T.; Lindsey, Lisa; Human Systems Integration (HSI) Certificate Program; Contract Management
Since it's inception as a 1990s-era acquisition reform, alpha contracting has been a collaborative effort utilized in a sole-source environment between government and industry to streamline an acquisition from beginning to end. This work examines alpha contracting from the three perspectives of the government contracting office, government program office, and industry to provide comprehensive data resulting in best practices for all participants at the Research, Development and Engineering Command (RDECOM). This study analyzes literature review, case studies, and the results of a survey that was distributed to members of each of the three perspectives to identify attitudes toward using alpha contracting, as well as the audience's perceptions of efficacy and self-efficacy. Also, examined through this work are the benefits, challenges and risks to each of the three perspectives. The recommendation from this project is to utilize the results of this study to improve alpha contracting at RDECOM.
Achieving Data Quality Within the Logistics Modernization Program
(Monterey, California. Naval Postgraduate School, 2012-09) Freeman, Brian R.; Brinkley, Douglas; Naegle, Brad; Sharp, Stephen L.; Human Systems Integration (HSI) Certificate Program; Program Management
The Joint Munitions Command (JMC) provides bombs and bullets to U.S. forcesall Services and all types of conventional ammunition from bunker-buster bombs to rifle rounds. The JMC manages the plants that produce more than 1.6 billion rounds of ammunition annually and the depots that store the nations ammunition for training and combat. The JMC is currently accountable for $30 billion of munitions and missiles. For about 30 years the JMC used the Commodity Command Standard System to manage its inventory and the Standard Depot System to administer depot-level maintenance operations. In 1999 the JMC initiated an effort to replace those antiquated systems with the Logistics Modernization Program (LMP), an enterprise resource planning system that held the promise of reducing inventory, improving forecast planning for supply and demand, and providing a single source of data for decision-making by transforming logistics operations in six core processes order fulfillment, supply and demand planning, procurement, asset management, materiel maintenance, and financial management. In 2010 the JMC finally fielded the LMP. However, a variety of factors have prevented the JMC from fully benefiting from the LMPs promised functionality, especially the fight to achieve and maintain data quality. This study examines published data quality records to identify data quality patterns or trends that exist in component organizations of the JMC and links them to strategies for reducing data defects. The findings and implications of this study are discussed.
The program management challenges of Web 2.0
(Monterey, California. Naval Postgraduate School, 2010-06) Woodall, Yonghee K.; Naegle, Brad R.; Boudreau, Michael; Human Systems Integration (HSI) Certificate Program; Program Management
In this Joint Applied Project, the author discusses the various Program Management challenges presented by Web 2.0 (technical and non-technical). The challenges are categorized into eight major areas: cost, schedule, performance, technologies, process, people, quality and security. In addition to the identified challenges, Lessons Learned and Best Practices are presented to better assist Program Managers in implementing, directing and controlling the various aspects of Web 2.0 that exist within their unique programs, or that exist externally, as their program interfaces with those Web components. Information came from detailed discussions with Web Managers and operational personnel who are intimate with the technical and non-technical aspects of Web 2.0 and the diverse challenges Program Managers have experienced or will engage. This education, awareness, training and knowledge will allow Program Mangers to better manage and solve Web 2.0 issues, today and in the future. Additionally, the DoD decision to restrict access to Web 2.0 social media Web sites is expected in 2010.
COMPARATIVE CASE STUDY: EXPEDITIONARY FIGHTING VEHICLE AND AMPHIBIOUS COMBAT VEHICLE
(Monterey, CA; Naval Postgraduate School, 2022-06) Pierce, Jordan J.; Gibbons, Deborah E.; Mortlock, Robert F.; Human Systems Integration (HSI) Certificate Program; Department of Defense Management (DDM)
The Marine Corps Expeditionary Fighting Vehicle (EFV) program cost taxpayers over $3 billion from inception to cancellation. The Amphibious Combat Vehicle (ACV) attempts to replace the Amphibious Assault Vehicle (AAV) and pick up where the EFV left off. A program comparison can be used to learn from previous management mistakes and prevent failures of this magnitude. By analyzing the two amphibious vehicle programs, I assess pertinent successes and failures against the model with available program management tools, including decision science principles. This report compares key junctures in both programs' life cycles and offers recommendations for future amphibious combat vehicle acquisition. The conclusion reveals that unbalanced cost and schedule increases overpowered the EFV performance goal, leading to cancellation. As a result, the ACV shows less performance but at a lower cost in comparison. Through research, acquisition professionals can better understand the importance of oversight, find solutions, and effectively equip themselves to manage major defense weapon systems.
PERCEPTIONS ON THE FEASIBILITY OF IMPLEMENTING INNOVATIVE COST AND PRICE ANALYSIS SOFTWARE ACROSS NAVAL SEA SYSTEMS COMMAND
(Monterey, CA; Naval Postgraduate School, 2022-06) Cooper, Zachary H.; Poree, Kelley; Anderson, Erin, Naval Sea Systems Command; Human Systems Integration (HSI) Certificate Program; Department of Defense Management (DDM)
Consistent with the 2018 National Defense Strategy’s call for organizations to streamline processes, the Department of Defense (DOD) introduced ProPricer proposal analysis software to expedite the government’s modeling, evaluating, and negotiating contractor proposal process. While some DOD acquisition organizations, such as Navy Strategic Systems Programs and the F-35 Joint Strike Fighter Program Office, implemented ProPricer proposal analysis software with favorable performance outcomes, it is unclear why other acquisition organizations have not. This qualitative research explores acquisition and contracting leader perceptions on the feasibility of adopting an innovative proposal analysis software platform at Naval Sea Systems Command (NAVSEA). The findings revealed three feasibility of adoption themes: cost versus relative advantage, proposal compliance checks and observability, and compatibility. Recommendations include a phased approach toward ProPricer software awareness, consideration, adoption, and implementation for NAVSEA acquisition and contracting leadership.