Streamlining the acquisition process: a DCAA field-grade perspective
dc.contributor.advisor | Gera, Ralucca | |
dc.contributor.advisor | Maddox, Janie | |
dc.contributor.author | Braswell, Russell | |
dc.contributor.author | Lichtig, Jeffrey | |
dc.date | Mar-14 | |
dc.date.accessioned | 2014-05-23T15:19:11Z | |
dc.date.available | 2014-05-23T15:19:11Z | |
dc.date.issued | 2014-03 | |
dc.identifier.uri | https://hdl.handle.net/10945/41351 | |
dc.description.abstract | 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. | en_US |
dc.description.uri | http://archive.org/details/streamliningcqui1094541351 | |
dc.publisher | Monterey, California: Naval Postgraduate School | en_US |
dc.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. | en_US |
dc.title | Streamlining the acquisition process: a DCAA field-grade perspective | en_US |
dc.type | Thesis | en_US |
dc.contributor.department | Business & Public Policy (GSBPP) | |
dc.subject.author | DCAA Defense Contract Audit Agency | en_US |
dc.subject.author | DCMA Defense Contract Management Agency | en_US |
dc.subject.author | AFSPC Air Force Space Command | en_US |
dc.subject.author | SMC Space and Missile Systems Center (Los Angeles Air Force Base) | en_US |
dc.subject.author | CFI Command Feedback Initiative | en_US |
dc.subject.author | Lean Six-Sigma | en_US |
dc.subject.author | Lean Business Processes | en_US |
dc.subject.author | DPAP Defense Procurement and Acquisition Policy | en_US |
dc.subject.author | Contract Negotiation | en_US |
dc.subject.author | Auditing | en_US |
dc.description.service | Senior Auditor, Defense Contract Audit Agency;Field Detachment Supervisor, Defense Contract Audit Agency | en_US |
etd.thesisdegree.name | Master Of Science In Program Management | en_US |
etd.thesisdegree.level | Masters | en_US |
etd.thesisdegree.discipline | Program Management | en_US |
etd.thesisdegree.grantor | Naval Postgraduate School | en_US |
dc.description.distributionstatement | Approved for public release; distribution is unlimited. |
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Publicly releasable NPS Theses, Dissertations, MBA Professional Reports, Joint Applied Projects, Systems Engineering Project Reports and other NPS degree-earning written works. -
6. Capstone Applied Project Reports; Joint Applied Project Reports