Joint Applied Projects

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Joint Applied Projects

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Human Systems Integration (HSI) Certificate Program

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An exploratory study of Alpha contracting: antecedents, processes, issues, success factors and consequences
(Monterey, California. Naval Postgraduate School, 2009-09) Kirzow, Robert; Sweeney, Colleen; Cuskey, Jeffrey; Hawkins, Timothy; Human Systems Integration (HSI) Certificate Program; Contract Management
Alpha contracting is a collaborative effort between a buyer and supplier during contract formation to maximize efficiency and effectiveness. Although several benefits of Alpha contracting are espoused in the literature, the concept is not ubiquitous, nor is it well understood. The purpose of this Joint Applied Project is to evaluate current Department of Defense (DoD) procedures for the use of Alpha contracting. Specifically, we plan to explore Alpha contracting to define what constitutes successful/unsuccessful Alpha contracting, as well as the contributing factors to both outcomes. Additionally, we will identify antecedents for and consequences of use, and variations of the processes employed. This research will identify the utility of Alpha contracting, and explain its narrow usage to date. Using a case study methodology, we will interview experienced Alpha contracting teams, to include contracting officers, DCAA, DCMA, end users/customers, program managers and acquisition directors to better understand the Alpha contracting phenomenon. We will use interview results and research to develop recommendations to address the factors that lead to successful Alpha contracting, as well as the barriers that arise once used.
AN ANALYSIS OF THE PROCESSES AND PROCEDURES INTERNAL TO THE CONTRACTING AGENCY FACILITATING MISSION REQUIREMENTS AND CAREER PATH DEVELOPMENT
(Monterey, CA; Naval Postgraduate School, 2021-06) Blackwood, Patricia A.; Campbell, Coretta F.; Maddox, Janie L.; Eger, Robert J., III; Human Systems Integration (HSI) Certificate Program; Graduate School of Defense Management (GSDM); Graduate School of Defense Management (GSDM)
The Department of Defense (DOD) relies significantly on the private sector to carry out aspects of the DOD’s mission. Since 1997 the Government Accountability Office (GAO) has listed the DOD contract management capabilities as a high-risk area. The DOD Inspector General identified contract management oversight as a major challenge in 2019. This thesis explores the variations leveraged by the Army and the Navy to execute the contract management process to meet the mission requirements in the United States Army Regional Health Contracting Office (RHCO) and the Naval Supply Systems Command (NAVSUP). This project examines how staff members are developed professionally in the field and how talent management is executed. The methodology includes a comparative analysis of how the RHCO, and NAVSUP utilize the DOD competency model for professional development. We look at the future DOD model for developing the DOD acquisition workforce. This thesis analyzes the current DOD competency model and the National Contract Management Association (NCMA) model to recommend the competency model that is most likely to produce the most appropriately trained DOD acquisition workforce to meet the needs of future DOD Contract Management requirements.
An analysis of fiscal years 2014 to 2016 Navy Fourth Quarter spending: trends and characteristics of Q4 O&M contractual awards
(Monterey, California: Naval Postgraduate School, 2017-09) Manol, Christina I.; Nalls, Shahaadah C.; Scharber, Justin R.; Naegle, Brad; Hernandez, Victor; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
Former United States Under Secretary of Defense Robert Hale stated in a September 2016 article for Breaking Defense, We need to find practical ways to apply the brakes to year-end spending so that [the Department of Defense] funds only its highest-priority needs. This paper analyzes trends and characteristics of the Quarter 4 (Q4) Navy spending habits driving the government’s decisions and the related impacts of those decisions. Previous trends have shown that under-execution in the government leads to future funding decrements. Although seldom documented, this practice leads to increased late spending and a potential for executing ahead of need, but results in an obligation of funds. Our research identifies trends across contractual spending in the Navy Operations and Maintenance accounts between fiscal years 2014 and 2016 to help ensure the government is getting the best value for the limited resources available. Analysis indicated that actual Q4 spending appears higher than historical rates, in excess of 35% in all years. We also noted trends in Q4 spending leading to an increased level of Indefinite Delivery Contracts, and a significant increase in overall contract actions processed. Surprisingly, even with the rush to obligate, 2014 data showed Q4 obligations trended higher than average utilizing Full and Open Competition.
An analysis of program managers as Total Life Cycle Systems Managers
(Monterey, California: Naval Postgraduate School, 2017-09) Baker, Darren E.; Sfakianoudis, George; William, John H., II; Naegle, Brad; Pickar, Charles K.; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
Total Life Cycle Systems Management (TLCSM) is a term used in Army Regulation (AR) 70-1 to describe the responsibility of the Army Program Manager (PM). In this acquisition policy, the PM is made responsible for his/her assigned programs from initiation to disposal with no responsibility transitioning away from the PM. However, other Army guidance challenges AR 70-1 when transitioning to the Operations and Support phase of the acquisition life cycle. Furthermore, since the creation of the Life Cycle Management Commands (LCMC), obstacles have arisen as to whether the PM or LCMC is better equipped to manage program sustainment. An evaluation of the roles and responsibilities of the PMs in acquisition sustainment transition was conducted to better assess their authority to carry out TLCSM. This thesis examined sustainment requirements and identified constraints and barriers to the transition process. It also addressed the advantages, disadvantages, and alternatives to having the PM act as TLCSM. Additionally, the flow of fiscal resources was analyzed to identify misalignments and limitations. Lastly, the authors concluded with four recommendations: issue a policy to elaborate PM/LCMC duties, give full funding responsibilities to the PM, identify the LCMC by Milestone B and remove the $250K threshold for investment purchases.
An analysis of medical imaging costs in military treatment facilities
(Monterey, California: Naval Postgraduate School, 2014-09) Lewis, David M.; Westcott, Jeremy H.; Eger, Robert; Pizzini, Wilhemina; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
This joint applied project examines costs of medical imaging within Continental United States military treatment facilities to determine cost effectiveness when compared to civilian facilities and determine whether there are differences among regions of the United States and whether there are differences among the branches of service. Historical data utilized to conduct analysis were collected from the Military Health System Management Analysis and Reporting Tool (M2), the Defense Medical Logistics Standard Support system (DMLSS), the CHAMPUS National Pricing System (CMAC), and the Centers for Medicare and Medicaid Services website (CMS.gov). Our conclusions regarding overall cost of radiology services at military facilities is hampered by the use of average cost per test as a basis for analysis. However, greater consolidation of radiologic imaging assets and increased volume at military facilities can do nothing but improve the cost effectiveness of insourcing this function.
Analysis of rapid acquisition processes to fulfill future urgent needs
(Monterey, California: Naval Postgraduate School, 2015-12) Arellano, Robert L.; Pringle, Ryan G.; Sowell, Kelly L.; Jones, Ray; Pickar, Charles K.; Naegle, Brad; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
The objective of this project is to analyze rapid acquisition processes in order to evaluate the current organization, structure and regulations within the Department of Defense (DOD). This analysis helps determine if the rapid acquisition process used for two programs is repeatable for future endeavors. Additional analysis of identified DOD regulations and organizations shows how the rapid acquisition process expedited these systems and how it benefited the warfighter. The project reviews statutory and regulatory requirements covering the rapid acquisition process in the DOD and compares current DOD processes and the effects of their implementation. The project also reviews the warfighters’ actions when DOD entities do not address critical needs within reasonable timelines. The analysis results indicate that the current DOD organization and regulations do not provide an effective means for future rapid acquisition requirements, do not effectively promote the agility needed for rapid acquisition, and actually encumber the rapid acquisition process.
Analysis of the training provided to first-time military acquisition professionals at Marine Corps Systems Command
(Monterey, California. Naval Postgraduate School, 2010-06) Shusko, Joseph R.; Snider, Keith; Forrester, Robert; Human Systems Integration (HSI) Certificate Program; Program Management
The purpose of this Joint Applied Project was to investigate and provide appropriate recommendations to the Marine Corps Systems Command (MARCORSYSCOM) on how to most effectively train first-time military acquisition professionals in the Defense Acquisition System. This research was conducted with the support and assistance of MARCORSYSCOM's Workforce Management and Development office, as well as support from individuals representing both the Naval Postgraduate School and Florida Institute of Technology. The goal of this project was twofold. First, the research was aimed at conducting cost-benefit and gap analyses of the various training opportunities available to current and former acquisition professionals. Data collection for this was conducted primarily though a survey sent to current and former military officers filling acquisition billets. After determining the course providing the command the best value, the research focused on identifying opportunities to address the residual gaps in training. Recommendations to address residual gaps were then identified and documented for the future use of MARCORSYSCOM.
NAVAL ACQUISITION IN THE UNITED STATES AND RUSSIA
(Monterey, CA; Naval Postgraduate School, 2023-06) Marchese, Michael S.; Chan, Stanley; Mortlock, Robert F.; Riley, Leanne, Navy; Human Systems Integration (HSI) Certificate Program; Department of Defense Management (DDM); Department of Defense Management (DDM)
The purpose of this report is to examine and draw comparisons between the military acquisition processes of the United States and Russia using a case study approach similar to the NPS thesis titled, “Comparison of Naval Acquisition Processes between the United States and Taiwan,” written by LCDR Chih-Chieh Liu in 2021. The objective is to research techniques each nation uses to acquire next-generation ballistic submarines, identifying and comparing key efficiencies and deficiencies between the U.S. and Russian naval acquisition processes to make recommendations to enhance the American Department of Defense. Multiple scholarly articles and reports provided information necessary to conclude that the U.S. places great emphasis on cost control and meeting milestones, whereas Russia focuses on readiness through increasing its size under heavy state control. The U.S. Navy should take multiple steps toward bettering its major acquisition programs, holding the Program Offices accountable to use cutting-edge software to produce actionable data and ensure schedule risk analysis in addition to investing in public shipyards as a top priority to national security. Russia would benefit from increased transparency, investing in public-private partnerships and data analysis, and fostering a culture where stakeholders embrace innovation and do not fear failure. There is great opportunity in future research in this field as it is important to learn from both allies and adversaries.
A CASE STUDY OF THE CONTRACT CLOSEOUT PROCESS AT DEFENSE CONTRACT MANAGEMENT AGENCY LOCKHEED MARTIN MISSILES AND FIRE CONTROL ORLANDO
(Monterey, CA; Naval Postgraduate School, 2022-09) Aihe, Ezioma S.; Rendon, Rene G.; Redmond, Derek, DCMA; Human Systems Integration (HSI) Certificate Program; Department of Defense Management (DDM)
The Department of Defense (DOD) uses contract management to ensure the successful management and execution of contracts throughout their life cycle; however, there are concerns about how appropriated funds are controlled and managed. The DOD uses the contract management process to obligate funds through the award of contracts for the procurement of goods and services. At the end of the contract period, when all services have been performed and products delivered, those contracts must be closed out, and the closeout will de-obligate any excess funds for other immediate agency requirements. The DOD’s contracting deficiencies continue to be exacerbated by the inability to close contracts. Additionally, as the DOD and other federal agencies fail to pay enough attention to completed contracts, it has resulted in a large backlog of physically completed contracts pending closeout, many of which have unliquidated obligations remaining on them. This thesis investigated the contract closeout process at the Defense Contract Management Agency Lockheed Martin Missiles and Fire Control Orlando (DCMA LMMFC-ORL) and determined some of the causes of the backlog of contracts in the contract closeout process. Finally, recommendations were made to improve the contract closeout process by reducing the backlogs of contracts waiting to be closed out; hence, any funding due to DOD can be de-obligated.
LPTA versus tradeoff: how procurement methods can impact contract performance
(Monterey, California: Naval Postgraduate School, 2015-06) Watson, Kathleen; Rendon, Rene G.; Landale, Karen; Human Systems Integration (HSI) Certificate Program; Business & Public Policy (GSBPP)
Early in the procurement planning process, the acquisition team determines the method of proposal evaluations that will be used during source selections. The most frequently used methods are lowest price technically acceptable (LPTA) and tradeoff. LPTA is typically used when requirements are well-defined and participants in the evaluation have sufficient knowledge to confidently choose a technically acceptable proposal. Conversely, tradeoff-based evaluations are employed when the evaluators are not as certain about the requirements and utilize non-cost factors to negotiate with offerors. For requiring offices, LPTA can be an easier method if the requirements are well-defined and commercially available, but they may find performance and deliverables after award to be acceptable rather than outstanding. Those using a tradeoff method may find that, by clearly defining expectations during negotiations, offerors are better able to deliver on the expectations of the acquisition team and the customer. The goal of this project is to determine whether or not there is a relationship in U.S. Army contracts between the method of procurement (LPTA versus tradeoff source selection methods) and the quality of the contract outcomes, to be measured by evaluation of Contract Performance Assessment Reports System reports.