Joint Applied Projects

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Joint Applied Projects

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Human Systems Integration (HSI) Certificate Program

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Implications and constraints of fiscal laws in contingency contracting
(Monterey, California: Naval Postgraduate School, 2013-09) Calhoun, Angela M.; Larssen, Marcia R.; Candreva, Philip J.; Mendoza, Kristan A.; Hayden, Amy J.; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
When contracting officers procure goods and services to meet the needs of government agencies and programs, they seek best value and manage risk. Those government agencies must comply with fiscal laws while fulfilling their needs. Fiscal laws and regulations were originally designed for peacetime environments, processes, and systems. When unforeseen events occur and require an immediate responsesuch as a contingency environment missionthe regulatory framework is stressed. In a contingency environment, the constraints of fiscal laws and Federal Acquisition Regulations (FAR) put contracting officers in the position of compromising mission results or compliance with the rules. This study examines cases where fiscal law constraints lead to either violation of the Anti Deficiency Act or impact to missions. We find that different contingency environments and phases of the contingency present different risks to mission effectiveness and compliance. We provide recommendations for more flexible funding and regulatory models in contingency environments.
AN ANALYSIS OF A U.S. ARMY GARRISON'S CENTRALIZED HUMAN RESOURCES CUSTOMER QUEUING PROCESS AND RECOMMENDED TOOLS FOR IMPROVEMENT
(Monterey, CA; Naval Postgraduate School, 2018-09) Farmer, Carolyn A.; Shumate, Megan B.; Roop, Brittany; Pickar, Charles K.; Berry, Marsha, AMRDEC; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
This research examines the current process and requirements for a U.S. Army garrison's centralized human resource services that affect nearly 40,000 customers. Research was conducted on available technologies and programs that can be used to meet and enhance existing requirements and create a remote waiting room and mobile communication capability. A trade study was compiled to effectively assess technical solutions with the intent to decrease the physical waiting room time for these customers. The trade study identified a hybrid solution that upgrades the existing commercial software and utilizes it with newly developed government software as the best-value solution for meeting the service requirements in this study.
ANALYSIS OF THE DEPARTMENT OF VETERANS AFFAIRS’ ABILITY TO REGAIN VETERANS’ TRUST REGARDING HEALTHCARE WAIT TIMES
(Monterey, CA; Naval Postgraduate School, 2018-06) Borges, Yolanda C.; Walker, Maurice; Candreva, Philip J.; Eger, Robert J. III; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
This project explores whether or not veterans have regained their trust in the appointment process and wait times for healthcare access at the U.S. Department of Veterans Affairs (VA). We explore the perception of appointments and wait times for veterans prior to and after the whistleblower report of April 2014. Through this research and data analysis, it was not possible to state unequivocally that the VA is regaining its trust with veterans regarding their healthcare appointment wait times.
The effect of alternative work schedules (AWS) on performance during acquisition based testing at the U.S. Army Aberdeen Test Center
(Monterey, California: Naval Postgraduate School, 2014-09) Thomas, Alicia J.; Pickar, Charles; Naegle, Brad; Steffen, Melissa; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
This project analyzed the effects of an alternate work schedule (AWS) on the performance of acquisition based testing conducted at the U.S. Army Aberdeen Test Center (ATC), a subordinate test center to the U.S. Army Test and Evaluation Command. The literature review uncovered how an AWS improved employee work and life balance and performance at three separate external companies. Other potential AWS success factors such as employee absenteeism, environmental impact, health and safety were analyzed for advantages and disadvantages, and compared to ATC. Finally, an analysis of ATC test data revealed that performance varies depending on project type. Automotive test data showed a four percent increase in performance during an AWS while body armor test data showed no difference in performance. Ultimately, the marginal increase in testing performance and other identified advantages make an AWS an ideal schedule for ATC.
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.
Analysis of foreign military sales (FMS) in U.S. Army acquisition programs
(Monterey, California: Naval Postgraduate School, 2016-03) Cote, Martina; LaFontaine, Thomas; McGarvey, Michael; Eger, Robert J.; Naegle, Brad; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
This project is a review of historical foreign military sales (FMS) within U.S. Army acquisition programs. The data analysis is used to produce background data, which is then compared to active acquisition programs, acquisition statues, processes and pressures placed upon the acquisition community to bring in a program under budget and ahead of schedule. A comparative analysis of the two Army acquisition programs is conducted in an effort to verify if statutes, processes or personalities are involved in the lower numbers of FMS in wartime and more robust FMS sales after the war. The analysis removes the higher wartime U.S. Army acquisition budgets as a comparative factor using the program’s Program Objective Memorandum projected totals before war.
AN ANALYSIS OF ACQUISITION KNOWLEDGE SHARING IN THE ARMY’S ACQUISITION PROGRAM EXECUTIVE OFFICES
(Monterey, CA; Naval Postgraduate School, 2018-09) Davis, Bradford A.; Robeson, Michael B.; Thomson, Neal S.; Pickar, Charles K.; Mortlock, Robert F.; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
Defense acquisition programs are instructed to maintain robust processes for documenting and sharing lessons and best practices knowledge for improvement of program management; however, these important efforts are sometimes overlooked and under-practiced within the community. Knowledge sharing (KS) is a key activity in the discipline of knowledge management (KM) and is useful for facilitating greater learning among individuals and organizations. This study analyzed the current level of effort with regard to acquisition knowledge sharing of lessons learned and best practices within and between the Army’s Program Executive Offices (PEOs). The study used a KS survey to gather feedback from key PEO leadership (e.g., program managers) on current KS strategies to assess the relative KS dynamic, identify KS trends and challenges, and assess where these organizations may seek improvements to better align their efforts with the Army’s KM and KS doctrine. The analysis reviews Army KM and KS guidance and policy, and various resources accessible to PEOs for sharing lessons learned and best practices knowledge. Findings from the study indicated that PEOs may not be maximizing the potential of their knowledge resources and therefore risk losing the key knowledge they require for effective decision-making. The research provides information that may help PEOs more effectively and efficiently create and employ KS strategies to benefit their organizations.
U.S. Army Unmanned Aircraft Systems (UAS)—a historical perspective to identifying and understanding stakeholder relationships
(Monterey, California: Naval Postgraduate School, 2014-06) Lowe, Donald R.; Story, Holly B.; Parsons, Matthew B.; Doyle, Richard B.; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
This research is intended to advance understanding of relationships between unmanned aircraft systems (UAS) stakeholders and programs to allow the Army to increase efficiencies and reduce costs. It was found that the Army had never completed a formal UAS stakeholder identification and analysis. Internal and external stakeholders are identified here and fall within categories of Army executive program leadership (e.g., Program Executive Office for Aviation), Army and service components (active, Guard, reserve forces), senior Army leadership (e.g., Headquarters, Department of Army), other federal and non-federal government entities (e.g., Congress), commercial interests (e.g., industry and academia), and other interested parties, such as the American people. An analysis of relationships affecting these stakeholders was conducted, including organizational beliefs and cultures, management of resources, policies and law and future UAS enhancements planned by the Army and industry partners. The most important problems found were inter-service and inter-branch disputes that shape UAS policies and procedures, forecasting for future UAS growth while managing costs and finding more efficient, less redundant ways to use current UAS capabilities, and safe integration into the national airspace system. This stakeholder analysis allows the Army to leverage the support of others for funding, resources, intellectual property, lessons learned and cooperation.
STREAMLINING TASK AND DELIVERY ORDER COMPETITIONS WITHIN FEDERAL ACQUISITION REGULATION SUBPART 16.5 FLEXIBILITIES
(Monterey, CA; Naval Postgraduate School, 2018-06) Fales, Amanda L.; Soule, Jerika M.; Schwartz, Brett M.; Gunderson, Nancy; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
The flexibilities offered in Federal Acquisition Regulation (FAR) 16.505 allow contracting officers (COs) to establish streamlined ordering procedures for the award of task orders and delivery orders (TOs/DOs) among existing qualified multiple award contract (MAC) awardees. However, because there is no specific guidance in the FAR or its supplements regarding less formal fair opportunity competition strategies, COs often default to the more familiar FAR Subpart 15.3 procedures. As a result, agencies expend valuable time and resources and potentially waste both in the process. For the Space and Naval Warfare Systems Command, the time and resource constraints associated with frequent competitive MAC orders have led to the desire to identify best practices and perhaps formalize a streamlined approach to award. As such, the purpose of this research is to identify best practices for streamlining local TO/DO awards and provide recommendations for standardized streamlining procedures and documentation. The researchers analyzed 169 sources related to case law and six local MACs as well as policy and regulation to test their hypothesis that local MAC competitions could benefit from streamlining. Their hypothesis was confirmed, and the researchers utilized case law rulings to develop recommendations such as streamlining intentional use of terminology, simplifying evaluations through means like the decision authority and ordering instructions, and simplifying documents such as the BCM.
AN ANALYSIS OF HOSTING PROVIDER SELECTION AND POLICY IMPACTS ON DEFENSE BUSINESS SYSTEM (DBS) OPERATIONS & SUPPORT AND LIFE CYCLE COSTS
(Monterey, CA; Naval Postgraduate School, 2019-09) Scott, Erik J.; Naegle, Brad R.; Pickar, Charles K.; Human Systems Integration (HSI) Certificate Program; Graduate School of Defense Management (GSDM)
This purpose of this research is to examine factors impacting Army Defense Business System Operations & Support (O&S) and Life Cycle hosting costs through the lens of Better Buying Power principles. Hosting is a significant cost driver of Defense Business System O&S and overall life cycle costs. This research identified the potential for significant program cost savings by utilizing commercial cloud service providers over government data centers with an acceptable level of risk. Analysis of Army policies restricting Defense Business Systems to government data centers resulted in no significant justification prohibiting consideration of commercial providers given the depth of existing Department of Defense policy and guidance.