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dc.contributor.advisorPickar, Charles
dc.contributor.advisorMortlock, Robert
dc.contributor.authorMontgomery, William T.
dc.contributor.authorLaegeler, Shannon L.
dc.dateSep-17
dc.date.accessioned2017-11-07T23:40:12Z
dc.date.available2017-11-07T23:40:12Z
dc.date.issued2017-09
dc.identifier.urihttp://hdl.handle.net/10945/56160
dc.descriptionApproved for public release; distribution is unlimiteden_US
dc.description.abstractThe federal government is considered the largest bureaucracy in the world. This joint applied project explains the impacts of operating in a bureaucratic environment. Bureaucracy, with respect to complex weapon system acquisition, is blamed for many of the programs that fail to meet major milestone decisions. By defining bureaucracy, explaining several bureaucratic models, and introducing decision making in actual Department of Defense (DOD) acquisition, this paper displays acquisition impacts. The paper describes how specific elements in acquisition have negative consequences. In more precise terms, this paper analyzes events in an Army Program Executive Office (PEO), where the Head of Contracting Activities (HCA) was transferred to a single oversight agency, referred to as the Transition Plan. In the Transition Plan, several themes emerged that identify why initial timelines were not met: key leadership turnover, lack of ownership, and a rigid budget cycle. This paper compares Allison’s Organizational Behavior Model (Model II) to the Transition Plan events to determine whether the model accurately depicts the effect of bureaucracy. Our research is not intended to reform acquisition systems by ridding them of bureaucracy, but rather to understand them and their context so we can do a better job of operating and estimating within them.en_US
dc.publisherMonterey, California: Naval Postgraduate Schoolen_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. As such, it is in the public domain, and under the provisions of Title 17, United States Code, Section 105, it may not be copyrighted.en_US
dc.titleAn analysis of the Army’s formal bureaucracy and the impact on acquisition cyclesen_US
dc.typeThesisen_US
dc.contributor.departmentBusiness & Public Policy (GSBPP)
dc.subject.authorbureaucracyen_US
dc.subject.authormodelsen_US
dc.subject.authorrisken_US
dc.subject.authordecision-makingen_US
dc.subject.authoracquisitionen_US
dc.subject.authorDepartment of Defenseen_US
dc.subject.authorArmyen_US
dc.description.serviceCivilian, Department of the Armyen_US
dc.description.serviceCivilian, Department of the Armyen_US
etd.thesisdegree.nameMaster of Science in Program Managementen_US
etd.thesisdegree.levelMastersen_US
etd.thesisdegree.disciplineProgram Managementen_US
etd.thesisdegree.grantorNaval Postgraduate Schoolen_US


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